silo pub principles of management

PRINCIPLES OF MANAGEMENT Charles W.L Hill UNIVERSITY OF WASHINGTON Steven L McShane UNIVERSITY OF WESTERN AUSTRALIA Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto hiL30123_fm_i-xvii.indd i 11/10/06 9:52:23 PM PRINCIPLES OF MANAGEMENT Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020 Copyright © 2008 by The McGraw-Hill Companies, Inc All rights reserved No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning Some ancillaries, including electronic and print components, may not be available to customers outside the United States This book is printed on acid-free paper DOW/DOW ISBN 978-0-07-353012-3 (student edition) MHID0-07-353012-3 (student edition) ISBN 978-0-07-331626-0 (instructor’s edition) MHID 0-07-331626-1 (instructor’s edition) Editorialdirector: John E Biernat Senior sponsoring editor: Ryan Blankenship Developmental editors: Natalie Ruffatto and Laura Griffin Senior marketing manager: Anke Braun Mediaproducer: Greg Bates Lead project manager: Mary Conzachi Leadproduction supervisor: Michael R McCormick Seniordesigner: Kami Carter Senior photo research coordinator: Jeremy Cheshareck Photoresearcher: Keri Johnson Supplementproducer: Ira C Roberts Senior media project manager : Susan Lombardi Cover and interior design: Kami Carter Cover image: © CorbisImages Typeface: 10/12 Times New Roman Compositor:Techbooks Printer:R R Donnelley Library of Congress Cataloging-in-Publication Data Hill, Charles W L Principles of management / Charles W.L Hill, Steven L McShane p cm Includes index ISBN-13: 978-0-07-353012-3 (student edition : alk paper) ISBN-10: 0-07-353012-3 (student edition : alk paper) ISBN-13: 978-0-07-331626-0 (instructor’s edition : alk paper) ISBN-10: 0-07-331626-1 (instructor’s edition : alk paper) Management I McShane, Steven Lattimore II Title HD31.H4885 2008 658 dc22 2006033368 www.mhhe.com hiL30123_fm_i-xvii.indd ii 11/10/06 9:52:23 PM Fo r L a n e — C W L H Dedicated with Love a n d d evo t i o n to D o n n a , and to our wonderful daughters, Bryton and Madison —S.L.M hiL30123_fm_i-xvii.indd iii 11/10/06 9:52:23 PM about the // AUTHORS Charles W L Hill Steven L McShane Charles W L Hill is the Hughes M Blake Professor of International Business at the School of Business, University of Washington Professor Hill recei ved his PhD from the University of Manchester’s Institute of Science and Technology (UMIST) in Britain In addition to the Uni versity of Washington, he has ser ved on the f aculties of UMIST , Texas A&M University, and Michigan State University Professor Hill has pub lished over 40 ar ticles in peer reviewed academic jour nals, including the Academy of Management J ournal, Academy of Mana gement Re view, Strategic Management Journal, and Organization Science He has also pub lished two college texts: one on strate gic management and the other on inter national business Professor Hill has served on the editorial boards of several academic journals, including the Strategic Management Journal and Organization Science Between 1993 and 1996 he was consulting editor at the Academy of Mana gement Review Professor Hill teaches in the MB A, Ex ecutive MB A, Management, and PhD pro grams at the Uni versity of Washington He has recei ved awards for teaching e xcellence in the MBA, Executive MBA, and Management programs He has also taught customized executive programs Professor Hill works on a consulting basis with a number of organizations His clients have included ATL, Boeing, BF Goodrich, Hexcel, House of F raser, Microsoft, Seattle City Light, Tacoma City Light, Thompson F inancial Services, and Wizards of the Coast ven Ste L McShaneis Professor of Management in the Graduate School of Management at the Uni versity of Western Australia, where he recei ves high teaching ratings from students in P erth, Singapore, and other cities in Asia where UWA offers its pro grams He is also an Honorar y Professor at Universiti Tunku Abdul Rahman (UTAR) in Malaysia and previously taught in the business f aculties at Simon F raser University and Queen’s University in Canada Ste ve has conducted e xecutive seminars with Nokia, Wesfarmers Group, ALCOA World Alumia Australia, and many other organizations He is also a popular visiting speaker, having given four dozen talks to f aculty and students in almost a dozen countries over the past three years Steve earned his PhD from Michigan State University in organizational beha vior, human resource management, and labor relations He also holds a Master of Industrial Relations from the Uni versity of Toronto, and an under graduate degree from Queen’s University in Canada Steve has served as President of the Administrative Sciences Association of Canada (the Canadian equi valent of the Academy of Management) and Director of Graduate Pro grams in the business faculty at Simon Fraser University Along with co-authoring Organizational Behavior, 4e, Steve is the author of Canadian Organizational Behaviour, 6th ed (2006), co-author (with Tony Travaglione) of Organisational Behaviour on the P acific Rim, 2e (2007), and co-author (with Mar y Ann von Glinow) of Organizational Behaviour: Essentials (2007) He has also published several dozen ar ticles, book chapters, and conference papers on di verse topics, including managerial decision making, or ganizational lear ning, socialization of ne w employees, gender bias in job e valuation, wrongful dismissal, media bias in business magazines, and labor union participation Steve enjoys spending his leisure time s wimming, body board surfing, canoeing, skiing, and traveling with his wife and two daughters hiL30123_fm_i-xvii.indd iv 11/10/06 9:52:23 PM /// BRIEF CONTENTS PART PART PART PART PART Managers and the Environment Chapter Management Chapter The External and Internal Environments 26 Chapter Globalization and the Manager 54 Chapter Stakeholders, Ethics, and Corporate Social Responsibility 80 Strategizing Chapter Planning and Decision Making 104 Chapter Strategy 132 Chapter Managing Operations 156 Organization Architecture Chapter Organizing 180 Chapter Control Systems Chapter 10 Organizational Culture 230 Chapter 11 Developing High-Performance Teams 206 254 Leading Chapter 12 Staffing and Developing a Diverse Workforce 284 Chapter 13 Motivating and Rewarding Employee Performance Chapter 14 Managing Employee Attitudes and Well-Being 346 Chapter 15 Managing through Power, Influence, and Negotiation Chapter 16 Effective Leadership Chapter 17 Communication 426 314 376 402 Change Chapter 18 Managing Innovation and Change 452 Glossary 478 Index 487 hiL30123_fm_i-xvii.indd v 11/10/06 9:52:24 PM // TABLE OF CONTENTS PART Managers and the Environment Chapter Management The Functions of Management Planning and Strategizing Organizing Controlling Leadingand Developing Employees Types of Managers Corporate-Level General Managers Business-Level General Managers FunctionalManagers Frontline Managers 10 Becoming a Manager 10 From Specialist to Manager Masteringthe Job 11 Dynamic Changes in the External Environment Incremental versus Discontinuous Change 42 Environmental Uncertainty 43 42 The Internal Environment 44 Internal Organization 44 Employees (Human Capital) 45 Resources 46 In Conclusion: Why Does It Matter? 48 Management Challenges 49 10 Managerial Roles 12 Interpersonal Roles 13 Informational Roles 14 DecisionalRoles 15 SomeQualifications 15 Management Competencies: Do You Have What It Takes? 16 Managerial Skills 16 Managerial Values 19 Managerial Motivation 20 In Conclusion: Why Does It Matter? 21 Management Challenges 21 Management Portfolio 22 CLOSING CASE George David 22 Chapter The External and Internal Environments 26 The Task Environment 29 The Threat of Entry 30 Bargaining Power of Buyers 31 Bargaining Power of Suppliers 32 TheThreat of Substitutes 32 The Intensity of Rivalry 33 ASixth Force: Complementors 37 Synthesis 37 hiL30123_fm_i-xvii.indd vi The General Environment 38 Political and Legal Forces 39 Macroeconomic Forces 39 Demographic Forces 40 Sociocultural Forces 41 Technological Forces 41 InternationalForces 41 Management Portfolio 50 CLOSING CASE The Pharmaceutical Industry 50 Chapter Globalization and the Manager 54 The Process of Globalization 56 The Spread of Market-Based Systems 56 Falling Barriers to Trade and Investment 58 Tumbling Communication and Transportation Costs 58 Implications of Globalization 59 The Globalization of Production 60 The Globalization of Markets 61 Technology: The Great Facilitator 61 Constraints on Globalization 62 Protectionist Countertrends 63 National Differences in Consumer Behavior 64 National Differences in Business Systems 64 Differences in Social Culture 65 The Benefits of Going Global 66 Expanding the Market 67 Realizing Scale Economies 67 Realizing Location Economies 67 GlobalLearning 68 Management Challenges in the Global Enterprise 69 Global Standardization or Local Customization 69 EntryMode 70 LocatingActivities 71 Managing People in the Multinational Firm 72 11/10/06 9:52:24 PM Contents In Conclusion: Why Does It Matter? Management Challenges Management Portfolio The Benefits and Pitfalls of Planning 118 The Pitfalls of Planning 119 Improving Planning 120 74 75 75 Decision Making 121 The Rational Decision-Making Model 122 Bounded Rationality and Satisficing 122 Decision-Making Heuristics and Cognitive Biases Prospect Theory 125 Groupthink 126 Improving Decision Making 127 CLOSING CASE Planet Starbucks 75 Chapter Stakeholders, Ethics, and Corporate Social Responsibility 80 Stakeholders and Stakeholder Management Stakeholders and the Organization 83 Taking Stakeholders into Account 83 Business Ethics 86 EthicalIssues in Management 86 The Roots of Unethical Behavior 90 PhilosophicalApproaches to Ethics 92 BehavingEthically 94 Social Responsibility 97 Arguments for Social Responsibility The Friedman Doctrine 99 Management Challenges Management Portfolio In Conclusion: Why Does It Matter? 127 82 Management Challenges 128 Management Portfolio 128 Chapter Strategy 132 Superior Performance and Competitive Advantage 134 100 100 101 CLOSING CASE Working Conditions at Wal-Mart 123 CLOSING CASE Boom and Bust in Telecommunications 129 98 In Conclusion: Why Does It Matter? vii 101 Business-Level Strategy 137 Competitive Theme: Differentiation or Low Cost? Segmenting the Market 139 Choosing Segments to Serve 140 Segmentation and Strategy 140 TheLow Cost–Differentiation Frontier 141 137 Implementing Business-Level Strategy 143 Configuring the Value Chain 144 Competitive Advantage and Strategic Fit 146 PART Strategizing Chapter Planning and Decision Making 104 Planning within Organizations 106 Levels of Planning 107 PlanningHorizons 108 Single-Use Plans and Standing Plans 109 Contingency Planning 110 Strategic Planning: A Closer Look 112 Setting the Context: Mission, Vision, Values, and Goals 113 External and Internal Analysis 116 SWOT Analysis: Formulating Strategies 116 ActionPlans 117 Implementation 117 Review and Adjustments 117 hiL30123_fm_i-xvii.indd vii Competitive Tactics 147 Tactical Pricing Decisions 147 Tactical Product Decisions 148 Corporate-Level Strategy 148 Focus on a Single Business 149 Vertical Integration 149 Diversification 150 InternationalExpansion 151 In Conclusion: Why Does It Matter? 152 Management Challenges 152 Management Portfolio 153 CLOSING CASE Google’s Quest for Competitive Advantage 153 Chapter Managing Operations 156 Productivity and Efficiency 158 11/10/06 9:52:24 PM viii Contents Management Challenges 203 Configuring the Production System 159 Traditional Production Systems 159 Production Systems, Flexibility, and Costs 160 New Production Technologies: Mass Customization 162 Optimizing Work Flow: Process Reengineering and Process Innovation 164 Asset Utilization Management Portfolio CLOSING CASE Dow Chemical 203 Chapter 165 Control Systems 206 Quality Management 167 Managing Inventory 169 Economic Order Quantity and Setup Time Just-in-Time Inventory Systems 171 Buildto Order and Inventory 172 Control Systems 208 Establishing Goals and Standards 208 MeasuringPerformance 210 Comparing Performance against Goals and Standards 210 Taking Corrective Action 211 Providing Reinforcement 211 170 Supply Chain Management and Information Systems 174 Product Development and Productivity 175 In Conclusion: Why Does It Matter? 176 Management Challenges Management Portfolio 203 176 177 CLOSING CASE Improving Productivity in the Auto Industry 177 PART Methods of Control 212 Personal Controls 212 Bureaucratic Controls 213 OutputControls 214 Cultural Control 216 Control through Incentives 217 Market Controls 218 Summary 219 Matching Controls to Strategy and Structure 220 Controls in the Single Business 220 Controls in Diversified Firms 221 Choosing Control Metrics: The Balanced Scorecard 223 Organization Architecture Backchannel Control Methods 225 Chapter Organizing In Conclusion: Why Does It Matter? 226 180 Management Challenges 226 Organization Architecture 182 Management Portfolio Designing Structure: Vertical Differentiation Centralization and Decentralization 184 Tall versus Flat Hierarchies 188 CLOSING CASE Lincoln Electric 227 Designing Structure: Horizontal Differentiation 191 Functional Structure 192 MultidivisionalStructure 193 Geographic Structure 194 MatrixStructure 196 Chapter 10 Organizational Culture Designing Structure: Integrating Mechanisms Formal Integrating Mechanisms 198 Informal Integrating Mechanisms: Knowledge Networks 199 Strategy, Coordination, and Integrating Mechanisms 201 In Conclusion: Why Does It Matter? hiL30123_fm_i-xvii.indd viii 226 184 202 198 230 What Is Organizational Culture? 232 Shared Values 233 Shared Assumptions 234 Content of Organizational Culture 234 Organizational Subcultures 235 Deciphering an Organization’s Culture 236 Organizational Stories and Legends 237 Rituals and Ceremonies 237 Organizational Language 238 Physical Structures and Décor 238 11/16/06 3:47:50 PM Contents Is Organizational Culture Important? 239 Organizational Culture Strength and Fit 239 Corporate Cults and Suppressing Dissent 240 AdaptiveCultures 241 Organizational Culture and Business Ethics 241 How to Change and Strengthen Organizational Culture 242 Actions of Founders and Leaders 243 AligningArtifacts 245 Introducing Culturally Consistent Rewards 245 Selectingand Socializing Employees 246 Management Challenges Management Portfolio 249 250 250 Chapter 11 Developing High-Performance Teams 254 Why Rely on Teams? 256 Why People Belong to Informal Groups The Trouble with Teams Social Loafing 258 257 258 Types of Teams 258 Self-Directed Teams 260 Virtual Teams 261 A Model of Team Effectiveness Team Design Features 264 Task Characteristics 264 Team Size 264 Team Composition 265 Team Roles 265 CLOSING CASE The Shipping Industry Accounting Team 279 PART Leading Human Resource Planning: Translating Strategy into Staffing Requirements 286 Step 1: Conduct Job Analysis 287 Step 2: Estimate Human Resource Demand 287 Step 3: Document Current Human Resource Supply 288 Step 4: Estimate Future Internal Human Resource Supply 288 Step 5: Estimate Future External Human Resource Supply 289 Relying on the Contingent Workforce 289 Staffing a Diverse Workforce 290 Surface-Level and Deep-Level Diversity 290 IsDiversity Important? 291 Recruiting Job Applicants 294 Nurturing the Employer Brand 295 Internal versus External Recruitment 296 Choosing Recruiting Channels 297 Recruitmentand Diversity 299 301 Orienting and Developing Employees 304 Employee Orientation 304 Training Needs Analysis 305 Training Methods 305 Supporting the Training Process 307 Team Processes 266 Team Development 267 Team Norms 269 Team Cohesiveness 271 Team Trust 272 In Conclusion: Why Does It Matter? 308 Managing Team Conflict 274 Task versus Relationship Conflict 274 Interpersonal Conflict Management Styles 275 Structural Solutions to Team Conflict 277 hiL30123_fm_i-xvii.indd ix 278 Selecting Job Applicants 299 Reliability and Validity of Selection Methods 299 Application Forms, Résumés, and Reference Checks Work Sample Tests 301 Employment Interviews 302 Abilityand Personality Tests 303 Selection and Diversity 303 262 In Conclusion: Why Does It Matter? Management Portfolio Staffing and Developing a Diverse Workforce 284 250 CLOSING CASE Schwab Acquires U.S Trust Management Challenges 278 Chapter 12 Managing Organizational Culture during Mergers 246 Strategies to Merge Different Organizational Cultures 247 In Conclusion: Why Does It Matter? ix 277 Management Challenges 308 Management Portfolio 309 CLOSING CASE Rebranding McJobs 309 11/10/06 9:52:24 PM 498 Name Index Pellet, J., 311n Pelloni, O., 372n Pelton, L.E., 399n Penrod, S., 399n Perez, Antonio, 454 Pergini, M., 371n Perry, E.L., 476n Perry, P.M., 344n Peteraf, M.A., 52n Peters, T., 450n Petersen, R., 252n Peterson, E., 400n Peterson, M.F., 252n Pettigrew, A.M., 398n Petty, R., 399n Pfau, B.N., 343n Pfau, M., 399n Pfeffer, J., 20, 23n, 24n, 45, 46, 51n, 52n, 311n, 343n, 398n, 475n Pham, A., 373n Phillips, D., 373n Phillips, J.M., 312n Phillips, N., 449n Piccolo, F., 282n Piccolo, R.F., 423n Piekkari, R., 449n Pierce, B.D., 280n Pierce, J.L., 449n Pilavin, J.A., 24n, 251n Pillutla, M.M., 282n Pimentel, B., 252n Pinder, C.C., 342n Pine, B.J., II, 178n Pinkley, R.L., 400n Pipe, P., 312n Piper, W., 282n Pisano, G.P., 476n Piskorski, M.J., 398n Plato, 334 Plott, C.R., 130n Podsakoff, P., 398n Podsakoff, P.M., 423n Polivka, A.E., 311n Pollack, A., 398n Pollock, E., 102n Pon, Gary, 354 Pondy, L.R., 252n Porath, C.L., 373n Porras, J.I., 24n, 130n Port, O., 179n, 476n Porter, L.W., 342n, 343n, 372n Porter, M.E., 29, 30, 51n, 137, 154n, 155n Porterfield, J., 424n Porzio, Dan, 367 Posner, B.Z., 24n, 282n, 423n Post, J., 102n Posthuma, R.A., 312n Pottruck, David, 250, 251, 387 Pouder, R.W., 253n hiL30123_nndx_490-501.indd 498 Pound, E.T., 450n Powell, D.M., 372n Powell, G.N., 424n Powell, L.A., 343n Powell, T.C., 179n Powell, W.W., 476n Power, J.D., 178n Power, M., 372n Powers, C., 281n Prahalad, C.K., 78n, 130n, 475n Prashad, S., 281n Prayag, A., 342n Prestegard, S., 342n Preston, L., 102n Preston, Tom, 70 Priestland, A., 23n Prince, Charles, 242 Pritchard, D., 52n Pulley, B., 78n Pulliam, S., 398n Pullig, C., 373n Purdum, T., 257, 263 Putnam, L.L., 448n, 449n Quattrone, Frank, 100, 103n Quick, J.C., 373n Quinn, R.E., 252n, 344n Radosevich, D.J., 312n Rafferty, A.E., 424n Raghuram, S., 374n Rahim, M.A., 282n Raiborn, C.A., 253n Raiffa, H., 130n Raikes, Jeff, 326 Rain, J.S., 449n Raines, C., 311n Raisinghani, M.S., 280n Rajagopalan, S., 342n Randolph, A., 423n Randolph, W.A., 344n Rao, A., 399n Rapson, R.L., 449n Raven, B., 398n Raven, B.H., 398n Ravenscraft, D.J., 155n Ravlin, E.C., 24n, 251n Rawls, J., 93, 96, 103n Rayburn, Sam, 383, 387 Reade, Q., 311n Redstone, Sumner M., 78n Reed, R., 155n Reeves, J.F., 52n Reich, R.B., 52n Reichheld, F.F., 372n Reilly, R.R., 343n Reitman, S., 78n Rempel, M., 281n Rentsch, J.R., 373n Repetti, R.L., 373n Rest, J.R., 103n Revans, R.W., 312n Reynolds, B., 312n Rhodes, N., 399n Rice, G., 52n Rice, R.E., 449n Richard, O.C., 311n Richards, M.D., 130n Riche, M.F., 311n Richman-Hirsch, W.L., 312n Richtel, M., 312n Ridnour, R., 450n Rifkin, J., 102n Riketta, M., 372n Ringer, R.C., 399n Rink, F., 281n Robb, D., 281n, 449n Robbins, H., 280n Roberts, J., 204n Roberts, K., 344n Roberts, P., 252n Roberts, Paul, 52n Robertson, I.T., 312n, 343n Robey, D., 281n Robinson, S.L., 282n, 372n Rogers, P.R., 130n Roll, R., 124, 130n Rollins, Kevin, 138, 232, 233, 236, 240, 241, 242, 244, 245, 251n, 252n Romanelli, E., 51n, 475n Romell, R., 342n Romer, D., 52n Romero, S., 312n Roos, D., 51n, 178n, 227n Rosen, H., 399n Rosenberg, E., 449n Rosenbush, S., 398n Rosener, J.B., 424n Rosengren, A., 373n Rosmarin, R., 179n Rotarius, T., 373n Roth, D., 252n Roth, G., 228n Roth, Michael, 292 Roth, P.L., 312n Rothaermel, F.T., 51n, 476n Rotundo, M., 373n Rousseau, D.M., 282n, 311n, 373n Rubin, J.Z., 399n, 400n Rubini, M., 449n Ruble, T.L., 276 Ruimin, Zhang, 243–244 Rumelt, R., 155n, 228n Rumelt, R.P., 155n Russo, F., 450n Rutenberg, J., 399n Ryall, J., 373n Ryan, T.J., 343n Rynecki, D., 423n Rynes, S., 343n 11/17/06 7:23:35 PM Name Index Saari, L.M., 372n Sabatini, P., 312n Saccomando, John, 268 Sachs, J.D., 52n Sackett, P.R., 373n Sackmann, S., 251n Sahay, R., 52n St John, C.H., 155n Saks, A.M., 373n Salacuse, J.W., 399n Salancik, G.R., 51n, 372n Salovey, P., 423n, 450n Salter, C., 24n Salzmann, Ben, 315, 316, 321, 325 Sama, L.M., 78n Santi, Dave, 288 Santos, J.F.P., 280n Sappenfield, M., 424n Sarr, R.A., 424n Sartain, L., 311n Saskin, Ted, 274, 275 Sasser, W.E., 372n Satterfield, J., 374n Sauerteig, D., 450n Saunders, C.S., 398n Savoye, C., 423n Scalise, D., 178n Schachter, S., 374n Schatz, A., 251n Schaubroeck, J., 374n Schein, E.H., 52n, 233, 251n, 252n, 253n Schendel, D., 130n, 155n, 228n Scherer, F.M., 155n Scherreik, S., 154n Schettler, J., 423n Schick, A.G., 449n Schilling, M.A., 205n, 476n Schleicher, D.J., 343n Schlesinger, L.A., 372n Schlosser, J., 178n, 251n Schmalensee, R., 51n Schmidt, F.L., 312n Schmidt, S.M., 399n Schneider, B., 252n Schneider, R.J., 374n Schoemaker, P., 130n Schoemaker, P.J.H., 52n, 130n Schoenfeldt, L.F., 312n Schorg, C.A., 253n Schriesheim, C., 398n, 399n Schuler, R.S., 310n Schultz, Howard, 5, 75, 436 Schultz, V., 373n Schulz, E., 24n Schuman, H., 78n Schumpeter, J., 51n Schwab, Charles, 251, 387 Schwenk, C., 24n Scott, J.C., 342n hiL30123_nndx_490-501.indd 499 Scott, Judy, 429 Scott, W.B., 281n Seabrook, R., 312n Sears, Mike, 100–101, 397–398 Seeman, T., 373n Segerstrom, S.C., 374n Seip, Tam, 386–387 Seith, S.P., 178n Sellers, P., 476n Selten, R., 130n Selye, H., 359, 373n Semler, Ricardo, 338, 344n Serena, M., 311n, 344n Sewards, M.A., 342n Sewards, T.V., 342n Shane, S., 342n Shannon, C.E., 448n Shapiro, B.T., 311n, 344n, 424n Shapiro, C., 51n Sharpe, R., 424n Shaw, George Bernard, 436 Shaw, J.D., 343n Shaw, M.E., 280n Shaw, R., 204n Shay, J., 78n Shea, G.P., 281n Shellenbarger, S., 374n Shepherd, C.D., 450n Shepsle, K.A., 205n Sherbino, Jonathan, 307 Shinkman, C.J., 368 Siehl, C., 252n Siekman, P., 344n Sigall, H., 449n Signer, D.J., 342n, 343n, 344n Silver, Spencer, 201 Silverman, E., 311n Simmons, B.L., 280n, 373n Simmons, D.B., 449n Simon, H., 122, 130n Simon, H.A., 102n Simons, T., 24n, 282n Sims, H., Jr., 423n Sinclair, A., 251n Sinegal, Jim, 334 Singer, A., 311n Singer, J., 280n Singer, P., 102n Singh, J.A., 342n Sivitanides, M.P., 24n Skilling, Jeff, 91 Skinner, Jim, 310 Skoglind, J.D., 311n Skrabec, Q.R., Jr., 280n Sloan, Alfred, 193, 194, 205n Slocum, J.W., Jr., 252n Slywotzky, A.J., 475n Smalley, K., 372n Smallwood, N., 342n Smith, C., 311n 499 Smith, E., 23n Smith, G., 102n, 179n Smith, H., 475n Smith, K.W., 248, 253n Smith, Richard, 448 Smith, R.S., 343n Smither, J.W., 343n Snell, S.A., 228n Snitzer, P., 312n Snyder, N.T., 252n, 282n Snyder-Bulik, B., 129n Solity, J.E., 312n Solomon, C.M., 78n Somech, A., 280n, 399n Sommers, Larry, 429 Sonnby-Borgstrom, M., 449n Sonnentag, S., 281n Sorensen, J.S., 252n Southard, Katie, 347 Spector, M., 282n Spector, P.E., 343n Spence-Laschinger, H.K., 344n Spencer, L.M., 24n Spencer, S.M., 24n Spiers, L., 343n Spiros, R.K., 280n Spoor, J.R., 280n Spreitzer, G.M., 252n, 344n Sprinkle, G.B., 343n Stacey, R., 130n Stagner, R., 399n Stalk, G., 476n Stamps, J., 280n Starke, M., 311n Stasson, M.F., 372n Stavropoulos, W., 205n Staw, B.M., 130n, 372n Steers, R.M., 343n, 372n Stein, M.B., 374n Steiner, D.D., 449n Steiner, I.D., 280n Stelter, N.Z., 424n Stern, L.W., 372n Stevens, G.A., 476n Stewart, G.L., 280n Stewart, R., 24n Stodghill, R., 400n Stoe, D.N., 24n Stogdill, R.M., 423n Stone, J., 372n Stonecipher, Harry, 397, 398 Stonehouse, D., 449n Stopford, J.M., 205n Storch, Reiner, 289 Storrs, C., 344n Straitiff, Joe, 357 Stroebe, W., 399n Strube, M.J., 373n Strutton, D., 399n Stuhlmacher, A.F., 400n 11/17/06 7:23:36 PM 500 Name Index Sukhbir, 70 Sullivan, Chris, 354 Sullivan, P., 282n Sullivan, Scott, 381 Sullivan, Stacy, 300 Summers, Lawrence, 427–428 Summers, T.P., 343n Sundstrom, E., 280n, 281n Sussman, N.M., 450n Sutton, R.I., 449n Svensson, O., 449n Swamidass, P.M., 280n Swank, C.K., 178n Swap, W., 252n Swett, C., 252n Syroit, J., 281n Szabo, E.A., 399n Szuchman, P., 374n Taber, M.E., 311n Taiichi, Onho, 162, 163, 171, 178, 178n Tam, P.-W., 310n, 311n Tannen, Deborah, 399n, 429, 448n, 450n Tanner, J.F., 399n Tanzer, A., 78n Taylor, A., 179n Taylor, P.J., 312n, 449n Taylor, S.E., 373n, 374n Taylor, T., 52n Teece, D.J., 155n, 228n, 476n Teichroeb, R., 228n Tellis, G.J., 476n Teotonio, I., 312n Terry, D.J., 399n Tetrick, L.E., 344n Theil, S., 310n Thierry, H., 251n Thomas, D., 312n Thomas, D.A., 311n Thomas, D.C., 449n Thomas, K., 276 Thomas, R.J., 374n Thomas, S., 205n Thompson, Gloria, 340 Thompson, J.D., 51n, 228n Thompson, K.R., 252n Thompson, L., 399n, 400n Thottam, J., 374n Tiedens, L.Z., 449n Tiegs, R.B., 344n Tindale, S.R., 280n Tischler, L., 252n Tishler, A., 252n Tjosvold, D., 399n Toomey, S., 373n Tornow, W.W., 343n Torraco, R.J., 280n Tourigny, L., 373n Treiber, F.A., 373n hiL30123_nndx_490-501.indd 500 Tripp-Knowles, P., 450n Tripsas, M., 475n Truman, Harry, 407 Tsai, W.-C., 372n Tsutsumi, A., 358 Tubbs, S.L., 24n Tuckman, B.W., 281n Tugade, M.M., 374n Tung, R.L., 400n Tunley, W.H., 399n Tupponce, J., 374n Turner, D., 373n Turner, M.E., 280n, 281n Turnley, W.H., 372n Tushman, M.L., 51n, 475n, 476n Tversky, A., 125, 130n Tyler, C.L., 343n Tyler, K., 312n Tyson, D.H., 450n Ulich, E., 280n Ulrich, D., 342n Unsworth, K.L., 281n Useem, J., 251n Utterback, J.M., 475n Valacich, J.S., 24n Van Aken, E.M., 281n van der Heijden, P.J.H., 130n van der Klink, J.J.L., 373n Van der Vegt, G.S., 280n, 281n Van de Vliert, E., 281n Van Doorn, J.R., 424n van Engen, M.L., 424n van Knippenberg, D., 281n, 311n Van Maanen, J., 253n van Mierlo, H., 280n van Muijen, J.J., 251n Van Vianen, A.E.M., 252n Van Vugt, M., 280n Van Zomeren, M., 281n Varian, H.R., 51n Vedder, R.G., 399n Vegh, C.A., 52n Ventresca, M.J., 476n Verbeke, A., 374n Victoria, Lara, 352–353 Viguerie, P., 129n, 130n Villa, J.R., 423n Vogelstein, F., 253n Voight, J., 399n von Hippel, C., 311n Vonk, R., 399n Vredenburgh, D., 342n Vroom, V.H., 342n Wachtel, J.M., 24n Waddock, S.A., 103n Wageman, R., 281n Wagner, S.H., 343n Wahba, M.A., 342n Wahyudi, L., 373n Waldman, D.A., 343n Walgreen, Charles R., 409 Wall, J.A., 282n, 399n Wall, T.D., 344n Wally, S., 204n Walsh, J., 311n Walsh, J.P., 155n Walters, K., 343n Walters, M., 52n, 251n Waltmann, Frank, 261 Walton, R.E., 399n Walton, Sam, 4, 23n, 101, 102, 133, 134, 409, 445 Wamock, S.H., 312n Wanberg, C.R., 312n Wanous, J.P., 312n Ward, James, 331 Warner, A., 52n Warneryd, K., 205n Washington, M., 476n Wasserman, N., 423n Waterman, R., 450n Watson, Thomas, 244 Watts, L.A., 449n Waung, M., 373n Weaver, W., 448n Webber, S.S., 281n Weber, Alan, 251 Weber, M., 213, 228n Weber, R.B., 52n Weber, T., 424n Weber, W.G., 280n Webster, J., 449n Weill, Sandy, 23 Weingart, L.R., 400n Weiss, H.M., 371n, 372n, 374n Weiss, T., 312n Welch, D., 179n, 449n Welch, Jack, 4, 7, 20, 21, 45, 95, 103n, 114, 130n, 151, 191, 193, 212–213, 322, 411, 417, 418, 419, 464–465, 466, 467, 476n Welch, L., 449n Wells, L.T., 205n Welsh, J., 228n Welsh, M.A., 227n Wener, R.E., 373n Wernerfelt, B., 52n Wernimont, P.F., 311n West, Cornell, 427, 429 West, M.A., 280n, 281n Westerman, J.W., 373n Westphal, J.D., 398n Westwood, R., 251n Wetzels, M.G.M., 450n Wexley, K.N., 312n 11/17/06 7:23:36 PM Name Index Wheeler, J.V., 280n Wheelwright, S.C., 205n, 476n Whipp, G., 450n White, E., 343n White, K.M., 399n White, R., 280n Whitener, E.M., 282n Whitfield, K., 343n Whitman, Meg, 4, 404 Whitmeyer, J.M., 398n Whittington, Harry, 433 Whittington, J.L., 423n Whorley, D.R., 205n Whyte, G., 130n Wicks, A.C., 102n Wiegand, D.M., 228n Wiese, D.S., 343n Wiesenfeld, B., 374n Wiesner, R., 205n Wilderom, C.P.M., 252n Wilke, J.R., 102n Wilkins, A.L., 252n Wilkinson, I., 399n Willemsen, T.M., 424n Williams, A., 52n, 251n Williams, K.D., 280n Williams, M., 282n hiL30123_nndx_490-501.indd 501 Williams, M.A., 51n Williamson, M.G., 343n Williamson, O.E., 155n, 205n, 228n, 282n Williamson, P.J., 280n Willig, R.D., 51n Winkielman, P., 449n Winters, R., 312n, 448n Withey, M.J., 372n Witt, A., 374n Wittich, C., 228n Wofford, J.C., 423n Wolf, J., 205n Womack, J.P., 51n, 178n, 227n Wong, N., 373n Wood, J.T., 449n Wood, N., 424n Wood, R.C., 24n Wood, W., 399n Wooden, M., 373n Woodruff, D., 449n Woolley, S., 130n Worrall, L., 205n Wren, D.A., 343n Wright, J., 374n Wright, P.M., 342n Wylie, I., 130n 501 Yamada, H., 449n Yammarino, F.J., 424n Yang, J., 282n Yeatts, D.E., 280n Yoon, J., 344n Young, S., 372n Young, S.A., 24n Young-han, Song, 331 Yukl, G.A., 23n, 398n, 399n, 423n Zaccaro, S.J., 281n Zajac, E.J., 398n, 475n Zajonc, R.B., 371n Zaleznik, A., 423n Zapf, D., 374n Zeelenberg, M., 342n Zellner, W., 51n Zemke, R., 252n, 311n, 344n Zerbe, W.J., 371n Zernike, K., 448n Zetik, D.C., 400n Zhang, Ruimin, 243–244 Zhao, J.J., 400n Zhou, J., 372n Zimbalist, K., 280n Zimmerman, R.D., 312n Zivnuska, S., 399n 11/17/06 7:23:36 PM \\ SUBJECT INDEX \\\ Ability in MARS model, 317 Ability tests for selection, 303 Achievement, need for, 322 Achievement motivation, 408 Achievement-oriented leadership, 414 Acquisition, drive to acquire and, 323, 324 Action, managerial motivation and, 20 Action learning for employee training, 306 Action plans, 113 strategic planning and, 117 Active listeners, 443–444 Adaptive cultures, 241 Adjourning stage of team development, 268 Adjustments in strategic planning process, 117–118 Adverse impact, 304 Advisory teams, 258, 259 Affiliation, need for, 322 Affirmative action, 304 Age Discrimination in Employment Act of 1967, 293 Agreeableness, 365, 366 Alarm reaction, 358, 359 Americans with Disabilities Act of 1990, 293 Analogy, reasoning by, 123–124 Anticompetitive behavior, 87–88 Appeal to a higher authority as influence tactic, 388–389 Aptitude tests for selection, 303 Artifacts corporate culture and, 236–237 organizational culture and, 238, 245 Artistic personality/work environment, 367, 368 Assembly-line production, 159 Assertiveness as influence tactic, 387 Asset utilization, 165–167 Assimilation, merging organizational cultures through, 247, 248 Assumptions, corporate culture and, 234 Attitudes, 349–351 behavior related to, 349–351 components of, 349 personality and, 366 Attribution process, 437 Audiovisual materials for employee training, 306 Autonomous subunits, 186 Autonomy employee motivation and, 337 innovation and, 472 Availability error, 124–125 Baby boomers, 291 Backchannel, 225 Balanced scorecard (BSC), 116, 223–225, 331–332 Bargaining power of buyers, 31–32 of suppliers, 32 Bargaining zone model of negotiation, 393–394 Barriers to communication See Communication barriers and breakdowns to entry, 30 to exit, 34 to imitation, 136 Beauty premium, 437 Behavior modeling of, by transformational leaders, 417–418 negotiation and, 395 Behavioral intentions, attitudes and, 349 Behavior perspective on leadership, 410–411 Beliefs, attitudes and, 349 Biases cognitive, 123–125 framing, 125 Big Five personality dimensions, 365–366 Blogs, media richness of, 431 Bona fide occupational qualifications, 293 Bonding, drive to bond and, 323, 324 Bounded rationality, 122 Brand loyalty, 30 Broad market strategy, 140 Buffer stocks, 172 Build-to-order model, 172–174 Build-to-stock model, 172, 173 Bundling tactic, 148 Bureaucratic controls, 213–214 Business ethics, 86–97 anticompetitive behavior and, 87–88 behaving ethically and, 94–97 corruption and, 89–90 environmental degradation and, 88–89 ethical dilemmas and, 86 information manipulation and, 87 justice theories and, 93–94 opportunistic exploitation and, 88 organizational culture and, 241–242 rights theories and, 92–93 roots of unethical behavior and, 90–92 self-dealing and, 87, 91 substandard working conditions and, 88 utilitarian approach to, 92 Business-level general managers, Business-level strategy, 107, 134, 137–143 competitive advantages and strategic fit and, 146 differentiation, 137–139 implementing, 143–146 low-cost, 137 low cost-differentiation frontier and, 141–143 market segmentation and, 139–141 value chain and, 144–146 Business models, 458–459 Business systems, national differences in, 64–65 Buyers, bargaining power of, 31–32 Calculus-based trust, 272 Capacity, excess, 34 Capital human, 7, 45–46 productivity of, 158–159 Career satisfaction, personality and, 367 Centrality, power and, 385 Centralization arguments for, 185 choice between decentralization and, 186–187 Ceremonies, corporate culture and, 237 Changing organizational culture, 242–246 artifacts and, 245 culturally consistent rewards and, 245–246 employee selection and socialization and, 246 founders’ and leaders’ actions and, 243–244 Channels of communication See Communication channels Charisma, 409, 419 Chief executive officers (CEOs), 8–9 Chief financial officers (CFOs), Chief operating officers (COOs), Chief technology officers (CTOs), Civil Rights Act of 1964, 293 Civil Rights Act of 1991, 293 Coaching, 306 Coalitions as influence tactic, 388 Cognitive biases, 123–125 Cognitive dissonance, 351 Cognitive schemata, 460–461 Commissions, 330 Commitment escalating, 123 influence and, 391 Commitments, strategic, inertia and, 462 Commodity products, 33 502 hiL30123_sndx_502-512.indd 502 11/17/06 7:24:21 PM Subject Index Communication, 426–446 active listening and, 443–444 barriers and breakdowns in See Communication barriers and breakdowns channels for See Communication channels direct, with employees, 445 downward, 434–435 facilitating through workspace design, 445–446 grapevine and, 436, 444–445 horizontal, 435 improving, 442–446 matching media to messages and, 442 nonverbal, 431–432 process of, 428–429 reducing information overload and, 442 upward, 435 verbal, 430–431 Communication barriers and breakdowns, 436–442 cultural differences as, 440–441 filtering as, 438 gender differences as, 441–442 information overload as, 439–440 language barriers as, 438–439 perceptions as, 436–438 Communication channels, 429–434 data-carrying capacity of, 430 formal, 434–435 informal, 435–436 nonverbal, 431–432 selection of, 432–434 verbal, 430–431 Communism, collapse in Eastern Europe, 57 Competencies, 16–20 distinctive, 135 managerial motivation as, 20 managerial skills as, 16–29 managerial values as, 19–20 of virtual teams, 262 Competency-based rewards, 330 Competency perspective on leadership, 407–410 achievement motivation and, 408 charisma and, 409 emotional intelligence and, 409–410 limitations and implications of, 410 power motivation and, 408 strategic thinking and, 407–408 Competition, managerial motivation and, 20 Competitive advantage strategic fit and, 146 superior performance and, 134–137 sustainable, 135–136 hiL30123_sndx_502-512.indd 503 Competitive intelligence, 43–44 Competitive structure of industries, 36–37 Competitive tactics, 147–148 pricing decisions and, 147 product decisions and, 148 Complementors, 37 Completer role in teams, 266 Compliance, influence and, 391 Component devaluation costs, 169 Computer-based training, 306 Conceptual skills, 16–19 Conflict, 392 See also Negotiation; Team conflict Congruence in Holland’s theory, 367 Conscientiousness, 365, 366 Consistency in Holland’s theory, 368 Consolidated industries, 36 Consumer behavior, national differences in, 64 Containerization, 59 Containment stage of crisis management plan, 111 Contingencies in path-goal theory, 415 of power, 385–386 Contingency perspective on leadership, 411–416 Fiedler’s contingency theory and, 411–413 leadership substitutes and, 416 path-goal theory and, 413–416 Contingency plans, 110–112 Contingent work, 289 Continuance commitment, 356 Continuous flow production, 160 Control(s), 182, 208 bureaucratic, 213–214 cultural, 216–217 exerting over environment, 44 illusion of, 124 market, 218–219 output, 214–216 peer, 218 personal, 212–213 Controlling as management function, Control systems, 206–227 backchannel control methods and, 225 balanced scorecard and, 223–225 bureaucratic controls and, 213–214 comparing performance against goals and standards and, 210–211 corporate culture and, 239 corrective action and, 211 cultural control and, 216–217 in diversified firms, 221–223 establishing goals and standards and, 208–210 incentives and, 217–218 503 Control systems—Cont market controls and, 218–219 measuring performance and, 210 output controls and, 214–216 personal controls and, 212–213 providing reinforcement and, 211–212 in single business, 220–221 Conventional personality/work environment, 367, 368 Coordination, integrating mechanisms and, 201–202 Coordinator role in teams, 266 Core competencies, leveraging, 150 Corporate culture functions served by, 239 workforce diversity and, 290 Corporate governance, promoting ethical behavior and, 96–97 Corporate-level strategy, 107, 134, 148–151 diversification and, 150–151 focus on single business and, 149 international expansion and, 151 vertical integration and, 149–150 Corrective action, 211 Corruption, 89–90 international comparison of, 89–90 power and, 379 Costs of communication, falling, 58–59 component devaluation, 169 fixed, 35–36 influence, 190 inventory-driven, 169 obsolescence, 169 price reduction, 169 of production systems, 160–162 return, 169 stockout, 169 switching, 31–32 of tall hierarchies, 190 of transportation, falling, 58–59 Cost structure of firms, 35–36 Countercultures, 235 Countervailing power, 378 Crisis management plans, 110–111 Cross-functional integration, innovation and, 470–471 Cults, corporate, 240–241 Cultural control, 216–217 Cultural differences as communication barrier, 440–441 Culture, organizational See Organizational culture Currency exchange rates, 40 Customer perspective, balanced scorecard and, 223 Customer satisfaction, job satisfaction and, 354–355 11/17/06 7:24:22 PM 504 Subject Index Decentralization arguments for, 185–186 choice between centralization and, 186–187 Decisional roles of managers, 15 Decision criteria, 122 Decision heuristics, 123 Decision making, 121–127 bounded rationality and, 122 cognitive biases and, 123–125 decision heuristics and, 123 groupthink and, 126–127 improving, 127 promoting ethical behavior and, 95–96 prospect theory and, 125–126 rational decision-making model and, 122 satisficing and, 122–123 Deculturation, merging organizational cultures through, 248 Deep-level diversity, 291 Defense, drive to defend and, 323, 324 Deficiency needs, 320 Delayering, 191 Demand excess, 34 for human resources, 287–288 rivalry and, 33–35 Demographic forces in general environment, 40–41 Departmental teams, 258, 259 Design for manufacturing, 175 Developing employees as management function, 6–7 Devil’s advocacy, 127 Devil’s advocate role of managers, 16 Dialectic inquiry, 127 Difference principle, 93 Differentiation in Holland’s theory, 368 Differentiation strategy, 137–139 Diminishing returns, 141 Directive leadership, 414 Discontinuous change, 42–43 Discretion, power and, 385–386 Discrimination, employment, 293–294 Discussions as training method, 306 Disparate action, 304 Disruptive technology, 456–458 Dissemination role of managers, 14 Dissent, suppression by strong organizational culture, 241 Distinctive competencies, 135 Distress, 357 consequences of, 358 Disturbance handler role of managers, 15 Diversification control systems and, 221–223 failures of, 151 hiL30123_sndx_502-512.indd 504 Diversification—Cont internal governance and, 151 leveraging core competencies and, 150 related, 150 unrelated, 150 Diversification strategy, 150–151 Diversity See Workforce diversity DMAIC, 168 Downward communication, 434–435 Drives, 319 to acquire, 323, 324 to bond, 323, 324 to defend, 323, 324 four-drive theory and, 322–325 to learn, 323, 324 Drop-off, 439 Economic growth, 39–40 Economic order quantity (EOQ),170–171 Economies of location, 151 Economies of scale as barrier to entry, 30 globalization and, 67, 151 low-cost strategy and, 137 sources of, 160–161 Economies of scope, 150 Effective leadership, 405–406 Efficiency frontier, 141 80–20 rule, 123 Electronic data interchange (EDI), 174 E-mail, media richness of, 430–431 Emotion(s), 348–351 attitudes and behavior and, 349–351 cognitive dissonance and, 351 personality and, 366 Emotional intelligence, 409–410 Emotion contagion, 432 Empathy, communication and, 443 Employee(s) See also Human capital; Human resource entries developing, as management function, 6–7 empowerment of, 337–338, 418 executive–employee pay ratios and, 334 in internal environment, 29 job satisfaction and See Job satisfaction organizational culture and, 246 recruiting See Recruitment rewards and See Extrinsic rewards; Intrinsic rewards; Reward systems selecting See Selection Employee assistance programs (EAPs), 363 Employee engagement, 316–318 MARS model of, 316–318 Employee involvement, organizational commitment and, 357 Employee orientation, 304–305 Employee stock ownership plans (ESOPs), 331–332 Employee training, 305–307 managerial support for, 307 methods for, 305–307 needs analysis for, 305 Employer brand, 295–296 Employment discrimination, 293–294 Employment interviews, 302–303 Empowerment, 337–338, 418 Enacted values, 19, 233 Enterprising personality/work environment, 367, 368 Entrepreneur role of managers, 15 Entry barriers to, 30 into foreign markets, modes of, 70–71 Environment, 26–51 external See External environment; General environment; Task environment internal See Internal environment Environmental degradation, 88–89 Equal Pay Act of 1963, 293 Equilibrium, punctuated, 459–460 Equity of rewards, 333–335 Equity theory, 334 Escalating commitment, 123 Espoused values, 19, 233 Establishing client relationships, 337 Ethical dilemmas, 86 Ethical values, 19–20 Ethics business See Business ethics personal, 90 Ethics officers, 96 Ethnocentric staffing, 72, 73 E-to-P expectancy, 327, 328 Eustress, 358 Evaluating in active listening, 444 Evaluator role in teams, 266 Excess capacity, 34 Excess demand, 34 Exchange as influence tactic, 388 Exchange rates, 40 Exhaustion in general adaptation syndrome, 358, 359 Exit, barriers to, 34 Exit-voice-loyalty-neglect (EVLN) model, 352–353 Expatriates, 72 Expectancy theory of motivation, 327–329 Experienced meaningfulness, 337 Experienced responsibility, 337 Expertise, power and, 381 Exploitation, opportunistic, 88 Exporting, entry into foreign markets via, 70 11/17/06 7:24:22 PM Subject Index External analysis, strategic planning and, 116 External constraints, inertia and, 463 External environment, 28–29 See also General environment; Task environment incremental versus discontinuous change in, 42–43 uncertainty and, 43–44 Extrinsic rewards, 329–335 competency-based, 330 equitable reward and, 333–335 job status-based, 330 membership- and seniority-based, 329 nonfinancial, 332 performance-based, 330–333 Extroversion, 365, 366 Face-to-face communication, media richness of, 430 Family and Medical Leave Act of 1993, 293, 364 Feedback, motivation through, 325–326 Feelings, attitudes and, 349 Fiedler’s contingency theory, 411–413 Figurehead role of managers, 13 Filtering, 438 Financial perspective, balanced scorecard and, 223, 225 Finisher role in teams, 266 Firms cost structure of, 35–36 interdependence of, 36–37 internal environment of See Internal environment multinational See Multinational enterprises (MNEs) organizational architecture of, 45 Five forces model, 29–38 Fixed costs, 35–36 Flaming, 430 Flat hierarchies, 188–191 Flexibility of production systems, 160–162 Flexible production technology, 162–163 Focus strategy, 140 Foreign direct investment, 58, 60 Foreign exchange rates, 40 Formal communication channels, 434–435 Forming stage of team development, 268 Founders, organizational culture and, 243–244 Four-drive theory, 322–325 Fragmented industries, 36 Framing bias, 125 Franchising, entry into foreign markets via, 70–71 hiL30123_sndx_502-512.indd 505 Frontline managers, 7, 8, 10 Functional managers, 7, 8, 9–10 Functional structure, 192–193 control systems and, 220–221 Fundamental attribution error, 437 Gainsharing plans, 331 Gender differences as communication barrier, 441–442 in leadership, 419–420 General adaptation syndrome, 358, 359 General Agreement on Tariffs and Trade (GATT), 58 General environment, 28, 38–42 demographic forces in, 40–41 international forces in, 41–42 macroeconomic forces in, 39–40 political and legal forces in, 39 sociocultural forces in, 41 technological forces in, 41 General managers, 7, corporate-level, 8–9 Generation X, 291 Generation Y, 291 Geocentric staffing, 72, 73 Geographic structure, 194–196 Globalization, 54–77 benefits of, 66–69 constraints on, 62–66 differences in social culture and, 65–66 entry mode and, 70–71 expansion of markets by, 67 falling barriers to trade and investment and, 58 falling communication and transportation costs and, 58–59 global learning of skills and, 68–69 global standardization versus local customization and, 69–70 implications of, 59–62 locating activities of enterprise and, 71–72 location economies and, 67–68 management challenges related to, 69–73 managing people in multinational firms and, 72–73 of markets, 61 national differences in business systems and, 64–65 national differences in consumer behavior and, 64 of production, 60–61 protectionist countertrends and, 63–64 scale economies and, 67 spread of market-based systems and, 56–57 technology as facilitator of, 61–62 Global learning, 151 505 Global standardization, 69–70 Goals comparing performance against, 210–211 establishing, 208–210 setting, motivation through, 325–326 strategic planning and, 115–116 superordinate, 277 Grapevine description of, 436 proactive use of, 444–445 Groupthink, 126–127 Growth need, 320 Guerrilla recruitment, 298–299 Harassment psychological, 359–360 sexual, 360 Heavyweight project managers, 471 Hierarchical rank, power related to, 379–381, 412 Hiring organizational culture and, 246 promoting ethical behavior and, 95 Holland’s theory, 367–368, 374 Horizontal communication, 435 Horizontal differentiation, 184, 191–198 functional structure and, 192–193 geographic structure and, 194–196 matrix structure and, 196–198 multidivisional structure and, 193–194 Hostile work environment, 360 Human capital, 7, 45–46 Human resource(s) demand for, 287–288 recruiting job applicants and See Recruitment selection and See Selection supply of, 288–289 Human resource (HR) planning, 286–290 contingent workforce and, 289–290 demand and, 287–288 job analysis and, 287 supply and, 288–289 Human resources function as support activity, 145 Human skills, 17–19 Icarus paradox, 460 Identification-based trust, 272 Illusion of control, 124 Imitation, barriers to, 136 Implementation in strategic planning process, 116 Implementer role in teams, 266 Impression management as influence tactic, 389–390 11/17/06 7:24:22 PM 506 Subject Index Incentives, control through, 217–218 as organization architecture component, 182 Inclusive meritocracy, 292 Incremental change, 42, 43 Incremental innovation, 468 Individual attributes, power and, 383–384 Industries competitive structure of, 36–37 consolidated, 36 fragmented, 36 Industry-specific regulators, 39 Inertia See Organizational inertia Inflation, 40 Influence, 386–392 consequences and contingencies and, 391–392 influence tactics and, 386–391 Influence costs, 190 Influence tactics, 386–391 Informal communication channels, 435–436 Information control over, as power, 381–383 distortion of, in tall hierarchies, 190 Informational roles of managers, 14 Information control as influence tactic, 391 Information manipulation, 87 Information overload, 439– 440 reducing, 442 Information systems inventory management and, 174–175 as support activity, 145–146 Information technologies, virtual teams and, 262 Ingratiation as influence tactic, 389 Initial offer point, 393 Innovation, 468–472 generating, 469–472 incremental, 468 new product failures and, 468–469 quantum, 468 value, 142–143 Innovation perspective, balanced scorecard and, 224 Inoculation effect, 391 Instant messaging (IM), media richness of, 431 Intangible resources, 46 Integrating mechanisms, 184, 198–202 formal, 198–199 informal, 199–201 strategy and coordination and, 201–202 Integration, merging organizational cultures through, 248 hiL30123_sndx_502-512.indd 506 Integrity, 408 of transformational leaders, 418 Interest rates, 40 Internal analysis, strategic planning and, 116 Internal environment, 28, 29, 44–48 employees and, 45–46 internal organization of firm and, 44–45 resources and, 46–48 Internal governance, diversification and, 151 International expansion, 151 International forces See also Globalization in general environment, 41–42 International trade, 58 protectionism and, 63–64 Internet See also World Wide Web recruitment using, 297–298 Interpersonal networks, power and, 383 Interpersonal roles of managers, 13–14 Interviews, employment, 302–303 Intrinsic rewards, 328, 335–338 empowerment and, 337–338 job characteristics model and, 336–337 job enrichment and, 337–338 Introversion, 365 Inventory-driven costs, 169 Inventory holding costs, 169 Inventory management, 169–174 build to order and, 172–174 economic order quantity and, 170–171 just-in-time inventory systems and, 171–172 Inventory turnover, 170 Investigative personality/work environment, 367, 368 Jargon, 439 Job analysis, 287 Job applicants See Recruitment; Selection Job application forms, 301 Job enrichment, 337–338 Job evaluation, 330 Job feedback, 337 Job rotation, 306 Job satisfaction, 351–355 customer satisfaction and, 354–355 performance and, 354 work behavior and, 352–353 Job sharing, 364 Job shop systems, 159 Job status-based rewards, 330 Joint ventures, entry into foreign markets via, 71 Justice, organizational commitment and, 356 Justice theories, 93–94 Just-in-time (JIT) inventory systems, 170, 171–172 Kanban system, 171 Karoshi, 360 Knowledge-based trust, 272 Knowledge networks, 199–201 Knowledge of results, 337 Labor, productivity of, 158–159 Language, organizational, 238 Language barriers, 438–439 Leader(s) See also Manager(s); Managerial entries organizational culture and, 243–244 transactional, 417 Leader–member relations, 412 Leadership, 402–420 See also Management achievement-oriented, 414 behavior perspective on, 410–411 commitment to change, 463 competency perspective on, 407–410 contingency perspective on, 411–416 directive, 414 effective, 405–406 gender differences in, 419–420 management contrasted with, 404–405 participative, 414 power–influence perspective on, 406–407 promoting ethical behavior and, 95 styles of, 414 supportive, 414 transformational, 416–419 unethical behavior and, 91–92 Leadership role of managers, 13 Leadership substitutes, 416 Leadership teams, 258, 259 Leading as management function, Learned needs theory, 322 Learning, drive to learn and, 323, 324 Learning effects, 161 Lectures as training method, 306 Legacy constraints, 136 Legal forces in general environment, 39 Legends, corporate culture and, 237 Legitimate power, 380 Liaison role of managers, 13–14 Licensing, entry into foreign markets via, 70 Listening, active, 443–444 Local customization strategy, 69–70 Location economies, 151 multinational enterprises and, 67–68 Locations of activities of multinational enterprises, 71–72 11/17/06 7:24:22 PM Subject Index Loop backs, 164 Low-cost strategy, 137 Macroeconomic forces in general environment, 39–40 Management defined, executive–employee pay ratios and, 334 functions of, 4–10 leadership contrasted with, 404–405 support for training process from, 307 Management by walking around, 445 Manager(s) becoming, 10–11 direct contact between, as integrating mechanism, 198–199 frontline, 7, 8, 10 functional, 7, 8, 9–10 general, 7, 8–9 job of, 11–12 operations, 158 types of, 7, Managerial motivation, 20 Managerial roles decisional, 15 informational, 14 interpersonal, 13–14 Mintzberg’s model of, 12–16 Managerial skills, 16–19 conceptual, 16–17 human, 17–29 technical, 17 Managerial values, 19–20 Managing people in multinational enterprises, 72–73 Market(s), globalization of, 61 Market controls, 218–219 Market economies, 56, 57 Marketing as primary activity, 144–145 Market segmentation, 139–141 choosing segments to serve and, 140 strategy and, 140–141 MARS model, 316–318 ability and, 317 diagnosing employee disengagement using, 318 motivation and, 316–317 role perceptions and, 317–318 situational factors and, 318 Marxism, 57 Maslow’s needs hierarchy theory, 319–321 Mass customization, 163 Matrix structure, 196–198 Media, matching to messages, 442 Media richness, 430–431 Membership-based rewards, 329 Mentoring, 306 Mentoring role of managers, 16 Mergers, organizational culture during, 246–249 hiL30123_sndx_502-512.indd 507 Mintzberg’s model, 12–16 Mission, strategic planning and, 113–114 Model cell, 164 Monitor role of managers, 14 in teams, 266 Moral courage, promoting ethical behavior and, 97 Motivation, 314–319 achievement, 408 drives and, 319, 322–325 expectancy theory of, 327–329 goal setting and feedback and, 325–326 managerial, 20 MARS model of, 316–318 needs and, 319–322 power, 408 rewards and See Extrinsic rewards; Intrinsic rewards Moving organizations, organization change and, 465–466 Multidivisional structure, 193–194 Multinational enterprises (MNEs), 66–69 global learning and, 68–69 location economies and, 67–68 market expansion and, 67 scale economies and, 67 Need(s), 319–322 learned needs theory and, 322 Maslow’s needs hierarchy theory and, 319–321 Need for achievement (nAch), 322 Need for affiliation (nAff), 20, 322 Need for power (nPow), 322 Needs analysis for training, 305 Negotiation, 391–395 bargaining zone model of, 393–394 Negotiator role of managers, 15 Network building as influence tactic, 387 Neuroticism, 365, 366 New products, failure of, 468–469 Nonfinancial rewards, 332 Nonverbal communication, 431–432 Norm(s) definition of, 65 in teams, 269–270 Norming stage of team development, 268 North American Free Trade Agreement (NAFTA), 58 Obsolescence costs, 169 Online recruitment, 297–298 Openness to experience, 365, 366 507 Operating plans, 107 Operating strategy, 107 Operation(s), 156–178 asset utilization and, 165–166 inventory management and See Inventory management product development and, 175 production system and See Production system productivity and, 158–159, 175 quality management and, 167–169 supply chain management and information systems and, 174–175 Operational perspective, balanced scorecard and, 223–224 Operations managers, 158 Opportunistic exploitation, 88 Opportunities, 28–29 Organizational analysis, 305 Organizational architecture, 45 Organizational change, 463–466 failed and successful efforts for, 466–467 leadership commitment to, 463–464 moving the organization and, 465–466 refreezing the organization and, 466 unfreezing the organization and, 464–465 Organizational commitment, 355–357 building, 356–357 continuance commitment and, 356 Organizational communication, 434–436 formal channels and, 434–435 informal channels and, 435–436 Organizational comprehension, organizational commitment and, 357 Organizational culture, 45, 182–183, 230-249 adaptive, 241 artifacts and, 236–237, 238 business ethics and, 241–242 changing, 242–246 concept of, 232 content of, 234–235 cults and suppression of dissent and, 240–241 importance of, 239–242 inertia and, 461 during mergers, 246–249 organizational language and, 238 physical structures and decor and, 238 promoting ethical behavior and, 95 rituals and ceremonies and, 237 shared assumptions and, 234 shared values and, 233 stories and legends and, 237 strength and fit of, 239–240 subcultures and, 235 11/17/06 7:24:23 PM 508 Subject Index Organizational inertia, 460–463 cognitive schemata and, 460–461 commitments and capabilities and, 462 external institutional constraints and, 463 internal political constraints and, 461 organizational culture and, 461 Organizational rewards, 331–332 Organizational socialization, 246 Organizational subcultures, 235 Organization architecture, 180–204 See also Control systems; Incentives; Organizational culture; Organization structure value chain and, 146 Organization of firm in internal environment, 29 Organization structure, 182 horizontal differentiation and, 184, 191–198 integrating mechanisms and, 184, 198–202 matching controls to, 220–223 vertical differentiation and, 184–191 Organizing as management function, Orienting employees, 304–305 Outcome valences, 327, 328 Output controls, 214–216 Outside view, 127 Outsourcing, 55 Paradigm shifts, 454–460 disruptive technology and, 456–458 natural limits to technology and, 455–456, 457 new business model and, 458–459 punctuated equilibrium and, 459–460 Participative leadership, 414 Partly parallel development processes, 472 Path-goal theory, 413–416 Patterned behavior description interview, 302 Peer control, 218 People-oriented behavior, 411 People-oriented leaders, 412 Perception communication and, 436–438 selective, 436–437 Performance comparing against goals and standards, 210–211 job satisfaction and, 354 measuring, 210 personality and, 367 Performance ambiguity, 216 Performance appraisals definition of, 331 improving, 332–333 hiL30123_sndx_502-512.indd 508 Performance-based rewards, 330–333 Performance gap analysis, 305 Performance goals, pressure to meet, 91 Performing stage of team development, 268 Personal controls, 212–213 Personal ethics, 90 Personality, 365–368 Big Five personality dimensions and, 365–366 career satisfaction and, 367–368 emotions and attitudes and, 366 performance and, 367 stress and well-being and, 366–367 Personality tests for selection, 303 Personalized power, 322 Personalized power orientation, 20 Personal networks, 435–436 Persuasion as influence tactic, 390–391 Pharmaceutical industry, 50–51 Physical structure, organizational culture and, 238 Piece rate systems, 330–331 Plan(s) See also Planning; Strategic planning action, 113, 117 contingency, 110–112 crisis management, 110–111 operating, 107 single-use, 109 standing, 109–110 strategic, 107 tactical, 108–109 unit, 107–108 Planning, 106–121 See also Plan(s) benefits of, 118–119 contingency, 110–112 human resource See Human resource (HR) planning improving, 120–121 levels of, 107–108 as management function, 4–5 pitfalls of, 119–120 planning horizons and, 108–109 scenario, 111–112 strategic See Strategic planning Planning horizons, 108–109 Plant role in teams, 266 Political constraints, internal, 461 Political forces in general environment, 39 Polycentric staffing, 72, 73 Position power, 379–381, 412 Power, 378–386 contingencies of, 385–386 control over information and, 381–383 countervailing, 378 expert, 381 individual attributes and, 383–384 influence and See Influence Power —Cont legitimate, 380 managerial motivation and, 20 need for, 322 negotiation and, 394–395 networks of allies and, 383 personalized, 322 position, 379–381, 412 over rewards and sanctions, 380–381 over scarce resources, 381 socialized, 322 sources of, 379–384 Power–influence perspective on leadership, 406–407 Power motivation, 408 Preparation stage of crisis management plan, 110–111 Price inflation, 40 Price reduction costs, 169 Pricing decisions, tactical, 147 Prior hypothesis bias, 123 Process innovation, 164–165 Process losses, 258 Process reengineering, 164 Procurement as support activity, 145 Product(s), commodity, 33 Product decisions, tactical, 148 Product development, 175 Product development teams, 471–472 Production globalization of, 60–61 as primary activity, 144 Production system, 159–165 flexibility and costs and, 160–162 flexible production technology and, 162–163 process reengineering and process innovation and, 164–165 traditional, 159–160 Production teams, 258, 259 Productivity, 158–159 of capital, 158–159 of labor, 158–159 social loafing and, 258 Product proliferation tactic, 148 Profit-sharing plans, 331–332 Project management, innovation and, 469–470 Promotion, promoting ethical behavior and, 95 Prospect theory, 125–126 Protectionism, 63–64 Psychological harassment, 359–360 P-to-O expectancy, 327, 328, 329 Punctuated equilibrium, 43, 459–460 Quality management, 167–169 Quantum innovation, 468 Quid pro quo, 360 Quotas, 58 11/17/06 7:24:23 PM Subject Index Rational decision-making model, 122 Rationality, bounded, 122 Readings as training method, 306 Realistic job previews (RJPs), 304 Realistic personality/work environment, 367, 368 Reasoning by analogy, 123–124 Recency effect, 438 Recognition as reward, 332 Recruitment, 294–299 channels for, 297–299 diversity and, 299 employer brand and, 295–296 internal versus external, 296–297 Reference checks, 301 Refreezing, organization change and, 466 Regional trade agreements, 58 Rehabilitation Act of 1973, 293 Reinforcement for meeting goals and standards, 211–212 Related diversification, 150 Reliability of selection methods, 299–300 Rephrasing, communication and, 443 Representativeness, 124 Research and development (R&D), 144, 175 See also Innovation Resilience, 366–367 Resistance in general adaptation syndrome, 358, 359 influence and, 391 Resistance point, 393 Resource(s), 46–48 intangible, 46 power over, 381 tangible, 46 Resource allocator role of managers, 15 Resource-based view, 46 Resource investigator role in teams, 266 Responding in active listening, 444 Résumés, 301 Return costs, 169 Reviewing in strategic planning process, 117–118 Rewards, power over, 380–381 Reward systems See also Extrinsic rewards organizational culture and, 245–246 Rights theories, 92–93 Rituals, corporate culture and, 237 Rivalry between firms, 33–37 competitive structure and, 36–37 cost structure and, 35–36 demand and supply conditions and, 33–35 nature of product and, 33 hiL30123_sndx_502-512.indd 509 Rivals, failure to anticipate actions of, 120 Role(s) managerial, 12–16 in teams, 265–266 Role perceptions in MARS model, 317–318 Role-playing, for employee training, 306 ROWE: results-oriented work environment, 364 Sales as primary activity, 144–145 tie-in, 87–88 Sanctions, power over, 380–381 Sarbanes-Oxley Act, 96, 97 Satisficing, 122–123 Scale economies See Economies of scale Scenario planning, 111–112 Scope economies, 150 Segmentation See Market segmentation Selection, 299–304 ability tests and, 303 application forms and, 301 diversity and, 303–304 employment interviews and, 302–303 personality tests and, 303 reference checks and, 301 reliability of selection methods and, 299–300 résumés and, 301 validity of selection methods and, 300–301 work sample tests and, 301 Selective perception, 436–437 Self-actualization, 320 Self-control, 216 Self-dealing, 87, 91 Self-directed teams, 259, 260–261 Self-serving bias, 437–438 Seniority-based rewards, 329 Sense making, corporate culture and, 239 Sensing, 443–444 Separation, merging organizational cultures through, 248–249 Service as primary activity, 145 Service teams, 258, 259 Sexual harassment, 360 Shaper role in teams, 266 Shared values, 19, 233 organizational commitment and, 356 Silent authority as influence tactic, 387 Simulations for employee training, 306 Single-use plans, 109 509 Situational factors in MARS model, 318 negotiation and, 394 Six sigma methodology, 168–169 Skills conceptual, 16–19 global learning of, 68–69 human, 17–19 technical, 16–19 variety of, 336 Skunkworks, 258, 259 Small batch production systems, 159 Social culture, national differences in, 65–66 Social glue, corporate culture as, 239 Socialist economies, 56–57 Socialization, organizational, 246 Socialized power, 322 Socialized power orientation, 20 Social loafing, 258 Social personality/work environment, 367, 368 Social responsibility arguments for, 98–99 Friedman doctrine and, 99 Social support, stress management and, 363 Sociocultural forces in general environment, 41 Span of control, 189, 190 Specialist role in teams, 266 Spokesperson role of managers, 14 Staffing See Human resource (HR) planning Stakeholders, 82–86 organization and, 83 taking into account, 83–86 Standards, 208 comparing performance against, 210–211 establishing, 208–210 Standing plans, 109–110 Stereotyping, 437 Stock options, 331–332 Stockout costs, 169 Stories, corporate culture and, 237 Storming stage of team development, 268 Strategic commitments, inertia and, 462 Strategic planning, 112–118 action plans and, 117 external and internal analysis and, 116 goals and, 115–116 implementation and, 117 mission and, 113–114 review and adjustments and, 117–118 SWOT analysis and, 116 values and, 114–115 vision and, 114 11/17/06 7:24:23 PM 510 Subject Index Strategic plans, 107 Strategic thinking, 407–408 Strategizing as management function, Strategy, 4–5, 132–154 broad market, 140 business-level See Business-level strategy competitive advantage and See Competitive advantage competitive tactics and, 147–148 corporate-level See Corporate-level strategy differentiation, 137–139 focus, 140 integrating mechanisms and, 201–202 low-cost, 137 matching controls to, 220–223 operating, 107 Strategy implementation, 117 Strengths, 29 Stress, 357–365 changing perceptions of, 362 consequences of distress and, 358 controlling consequences of, 362–363 distress and, 357 eustress and, 357 general adaptation syndrome and, 358, 359 personality and, 366–367 sources of, 359–361 work-life balance and, 363–365 work-related, managing, 361–363 Stressors, 359–361 harassment and incivility as, 359–360 low task control as, 360–361 removing, 363 withdrawal from, 361–362 work overload as, 360 Subcultures, organizational, 235 Subgoals, 208 Substandard working conditions, 88 Substitutability, power and, 385 Substitute products, 32 Superordinate goals, 277 Suppliers, bargaining power of, 32 Supply of human resources, 288–289 rivalry and, 33–35 Supply chain, 174 management of, 174–175 Support, organizational commitment and, 356 Supportive leadership, 414 Surface-level diversity, 290–291 Sustainable competitive advantage, 135–136 Swift trust, 273 hiL30123_sndx_502-512.indd 510 Switching costs, 31–32 SWOT analysis, 29 strategic planning and, 113, 116 Tactical plans, 108–109 Tactics, competitive, 147–148 Tall hierarchies, 188–191 delayering, 191 problems in, 189–190 span of control and, 189, 190 Tangible resources, 46 Target point, 393 Tariffs, 58 Task control, low, 360–361 Task environment, 28 bargaining power of buyers and, 31–32 bargaining power of suppliers and, 32 complementors and, 37 five forces model of, 29–38 intensity of rivalry and, 33–37 threat of entry and, 30–31 threat of substitutes and, 32 Task forces, 258, 259 Task identity, 336 Task interdependence, 264 Task-oriented behavior, 411 Task-oriented leaders, 412 Task significance, 337 Task structure, 412 Team(s), 254–278 advisory, 258, 259 cohesiveness of, 271–272 composition of, 265 conflict in, 274–277 departmental, 258, 259 design of, 264–266 development of, 267–269 effectiveness of, 262–264 leadership, 258, 259 norms of, 269–270 problems with, 258 production, 258, 259 roles in, 265–266 self-directed, 259, 260–261 service, 258, 259 size of, 264–265 skunkworks as, 258, 259 task characteristics and, 264 task forces as, 258, 259 trust in, 272–273 virtual, 259, 261–262 Team building, 269 Team cohesiveness, 271–272 Team conflict, 274–277 interpersonal conflict management styles and, 275–277 structural solutions to, 277 task versus relationship, 274–275 Team effectiveness, 262–264 Teamworker role in teams, 266 Technical skills, 17 Technological forces in general environment, 41 Technology disruptive, 456–458 globalization and, 61–62 paradigm shifts and See Paradigm shifts Technology S-curve, 455 Telecommuting (teleworking), work-life balance and, 364–365 Telephone conversations, media richness of, 430 Threats, 29 360-degree feedback, 333 Tie-in sales, 87–88 Timing, communication and, 443 Total quality management (TQM), 168 Trade agreements, regional, 58 Trade barriers, 58 Transactional leaders, 417 Transformational leadership, 416–419 elements of, 417–419 evaluation of, 419 Trust organizational commitment and, 356–357 in teams, 272–273 Uncertainty, 43–44 collecting information and, 43–44 exerting control and, 44 Unfreezing, organization change and, 464–465 Unit plans, 107–108 Unrelated diversification, 150 Upward communication, 435 Utilitarian approach to business ethics, 92 Validity of selection methods, 300–301 Value(s), 19–20 corporate culture and, 233 enacted, 19 espoused, 19 ethical, 19–20 organizational commitment and, 356 shared, 19 strategic planning and, 114–115 Value chain, 144–146 organization architecture and, 146 primary activities and, 144–145 support activities and, 145–146 11/17/06 7:24:23 PM Subject Index Value innovation, 142–143 Verbal communication, 430–431 Vertical differentiation, 184–191 centralization and decentralization and, 184–187 tall versus flat hierarchies and, 188–191 Vertical integration, 149–150 Virtual teams, 259, 261–262 Visibility, power and, 386 Vision, strategic planning and, 114 Weaknesses, 29 Web logs, media richness of, 431 Well-being, personality and, 366–367 hiL30123_sndx_502-512.indd 511 Wholly owned subsidiaries, entry into foreign markets via, 71 Win–lose situations, 393 Win–win situations, 393 Work behavior, job satisfaction and, 352–353 Workforce See Human resource (HR) planning Workforce diversity, 290–294 importance of, 291–294 recruitment and, 299 surface-level and deep-level, 290–291 Working conditions, substandard, 88 Work–life balance, 363–365 511 Work overload, 360 Workplace diversity, selection and, 303–304 Work sample tests, 301 Workspace design, facilitating communication through, 445–446 World Wide Web coordination and, 201–202 facilitation of communication by, 62 falling cost of communication and, 59 Written communication, media richness of, 431 11/17/06 7:24:23 PM hiL30123_sndx_502-512.indd 512 11/17/06 7:24:24 PM ... House of F raser, Microsoft, Seattle City Light, Tacoma City Light, Thompson F inancial Services, and Wizards of the Coast ven Ste L McShaneis Professor of Management in the Graduate School of Management. .. Hughes M Blake Professor of International Business at the School of Business, University of Washington Professor Hill recei ved his PhD from the University of Manchester’s Institute of Science and... the Academy of Management J ournal, Academy of Mana gement Re view, Strategic Management Journal, and Organization Science He has also pub lished two college texts: one on strate gic management