Richard L. Daft - Management. 9th ed., 2010
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SUBJECT INDEX660
Economic dimension, 68
Economic environment, 103–104
Economic forces, 34
Economic Value-Added (EVA), 558
E-cruiting, 320
Education, 295
Education Amendment of 1972, 361
EdVenture Partners Collegiate Marketing
Program, 349–350
EEO. see Equal employment
opportunity
EEOC. see Equal Employment Opportunity
Commission
Effective communication, 473–474
Effective follower, 426
Effective listening, 482
Effectiveness, 7
Ef ciency, 7
Egocentric leaders, 412
Electronic brainstorming, 230
Electronic messaging, 476–477, 483
E-mail, 476
Emotional Intelligence (EQ), 388
Emotional stability, 386
Empathy, 388
“Empathy coaches,” 388
Employee-centered leaders, 416
Employee engagement, motivation, 441,
460–462
Employee growth-need strength, 458
Employee involvement, 49
Employee network groups, 362–363
Employee stock ownership
plan (ESOP), 459
Employer of choice, 315
Employment test, 322
Empowered employees, 22
Empowerment, 41, 459–460
Encode, 474
Enforcement, 357
Engagement, motivational tool, 441,
460–462
Enterprise resource planning (ERP)
systems, 582–585
Entrepreneur role, 18
Entrepreneurship, 284–287
Environment, 47
Environmental Protection
Agency (EPA), 68
Environmental uncertainty, 72–73
Environment of management
economic environment, 68, 103–104
environment and culture, 78–81
external environment, 64–72
external environment of Nortel, 72
general environment, 64–69
internal environment, 65, 75–78
international business environment, 102
international environment, 65–66
legal-political environment, 68, 104–105
natural environment, 69
organizational environment, 64
organization–environment relationship,
72–75
sociocultural environment, 66–68, 105–111
task environment, 65, 69–72
technological environment, 66
EPA. see Environmental Protection Agency
E➞P expectancy, 450–451
Equal Employment Opportunity
Commission (EEOC), 311, 349
Equal employment opportunity (EEO),
311, 319
Equal Pay Act of 1963, 350
Equity, 449
Equity theory, 449–450
ERG theory, 445–448
Escalating commitment, 231
Esteem needs, motivation, 444
Ethical choices, managers, 134–137
Ethical decision making
individualism approach, 132–133
justice approach, 133–134
moral-rights approach, 133
utilitarian approach, 132
Ethical dilemma, 131–132, 464–465
Ethical issues, 136
Ethical organization, 144
Ethical structures, 145–146
Ethics
business case, for, 147–148
chief ethics of cer, 146
code of, 144–145
committee, 146
de ned, 130
managerial, 130–131
managing company, 144–148
social responsibility, and, 144–148
of sustainability, 141–142
training, 146
whisle-blowing, 146–147
Ethics committee, 146
Ethnocentric companies, 115
Ethnocentrism, 111, 352–353
Ethnorelativism, 352
EU. see European Union
Euro, 113
European Union (EU), 68, 112–113
Evaluation, in decision making, 225–226
Evaluation errors, performance, 328
Evergreen Project, 199
Evidence-based management, 229
Exchange rates, 104
Executive information systems (EISs), 582
Exit interview, 331
Expatriates, 118
Expectancy theory, 450–451
Expense budget, 544–545
Experienced meaningfulness of work, 458
Experienced responsibility, 458
Experiential learning cycle, 395
Expert power, 427
Exploration, 179–181
Exporting, 98–99
Export strategy, 201
External attribution, 384, 385
External coordination, 283–284
External recruiting, 318
Extinction, 454
Extranet, 587
Extrinsic rewards, 442–443, 455
Extroversion, 386, 387
F
Face readers, 480
Face-to-face communication, 480
Facial expressions, communication, 480
Fallibility model, 507
Fast-cycle teams, 283
“Father of scienti c management.”, 36
Father of the quality movement, 49
Federal Emergency Management Agency
(FEMA), 152
Federal legislation, and HRM, 311–312
Feedback, 47
Feedback, 449, 474, 491–492
decision making, 225–226
Feedback control model
application to budgeting, 544–545
capital budget, 545
cash budget, 545
compare performance to
standards, 543
establish standards of
performance, 542
expense budget, 544–545
measure actual performance, 542–543
SUBJECT INDEX 661
revenue budget, 545
take corrective action, 543–544
Feeling, evaluating information, 392
FEMA. see Federal Emergency
Management Agency
Femininity, 106
Figurehead role, 18
Financial control
activity ratio, 548
nancial analysis, 547–548
nancial statements, 546–547
leverage ratios, 548
liquidity ratio, 547
pro tability ratios, 548
Financial performance, 540
Finished-goods inventory, 578
First Break All the Rules, 461
First-line managers, 12
Five common dysfunctions, of teams, 505
Fixed-position layout, 576
Flat structure, 249
Flexibility in job, motivation, 446, 459
Flexible manufacturing systems,
577–578
Flexible scheduling, 316
Focus strategy, 199
Followership, 424–426
Force- eld analysis, 293–294
Formal communication channels, 483
Formal teams, 507–508
Forming, 514–515
Franchising, 99
Freedom of conscience, right of, 133
Free rider, 505
Free speech, right of, 133
Frustration-regression principle, 445
Functional-level strategy, 191
Functional managers, 12
Functional structure, 252
Functional team, 507
Fundamental attribution error, 385
Future orientation, 107
G
Gain sharing, 459
Gallup study, 461–462
GATT. see General Agreement on Tariffs
and Trade
Gender differences, in communication, 479
Gender differentiation, 107
General Agreement on Tariffs and Trade
(GATT), 112
General environment, 64–69
General managers, 13
Generation X employees, 360
Generation Y employees, 34, 360
Geocentric companies, 115
Glass ceiling, 353–354
Glass walls, 353
Global geographic structure, 253
Globalization, 201–202
backlash, 113–114
stages of, 97
Globalization stages
domestic stage, 97
global stage, 97
international stage, 97
multinational stage, 97
stateless stage, 97
Global Leadership and Organizational
Behavior Effectiveness (GLOBE)
project, 107–109
Global outsourcing, 99
Global stage, globalization, 97
Global strategy, 200–203
globalization, 201–202
multidomestic strategy, 202
transnational strategy, 202–203
Global teams, 511–512
GLOBE. see Global Leadership and
Organizational Behavior
Effectiveness
GNP. see Gross National Product
Goal
speci city, 448
Goal directed, 7
Goals, 160
acceptance, 449
alignment, with strategy maps, 166–167
characteristics, 168
criteria, for effective goals, 168
dif culty, 448
levels, 160, 161
operational, 165
in organizations
goal alignment, with strategy maps,
166–167
organizational mission, 163–164
strategic goals, 164–166
overview, 160
purpose, 160–161
strategic, 164
stretch, 176
tactical, 165
Goal setting
levels of goals and their importance,
159–160
in organizations, 162–167
overview, 160–162
Goal-setting theory, 448–449
Gossip, 488
Grapevine, 488–489
Great Man approach, 415
Great meeting, 524
Green eld venture, 100
Gross margin, 548
Gross National Product (GNP), 114
Groupthink, 230–231, 518
Groupware, 582
Guides to action, 161
H
Halo effect, 328, 384
Harry Potter and the Prisoner of Azkaban, 576
HAT rack, 492
Hawthorne
effect, 42
studies, 42
Hero, 77–78
Herzberg’s two-factor theory, 446–447
Hierarchical control, 548–549
Hierarchical versus decentralized control,
548–550
Hierarchy of channel richness, 476, 477
Hierarchy of needs theory, 443
High-context culture, 109–110
High-performance culture, 84
High performance planning, 175–177
High-performance work attitudes, 380–382
Hofstede
value dimensions, 106
Horizontal communication, 483, 485–486
Horizontal coordination
need for coordination, 260–262
project management, 262–263
reengineering, 263–264
task forces, 262–263
teams, 262–263
Horizontal differences, management, 12–13
Horizontal linkage model, 282
Horizontal team, 508
HRM. see Human resource
management
Human action, domain of, 130
Human capital, 309–310
investments, 310
SUBJECT INDEX662
Humane orientation, 107
Humanistic perspective
behavioral sciences approach, 45–46
de nition, 41
human relations movement, 42–43
human resources perspective, 43, 45
Human relations, 42
movement, 42–43
Human resource management (HRM), 307
career nature
innovations, in HRM, 315–316
social contract, 314–315
federal legislation, impact of, 311–312
nding right people
human resource planning, 317
recruiting, 318–321
selecting, 321–324
maintaining, effective workforce
bene ts, 330
compensation, 329–330
termination, 330–331
managing talents
performance appraisal, 326–328
training and development, 324–326
strategic role
globalization, 311
human capital building, 309–310
strategic approach, 308–309
Human resource planning, 317
Human Resources, 205
Human resources perspective, 43, 45
Human skill, 9
Humility, 411
Hygiene factors, 446
I
Implementation, decision making, 224–225
Impoverished management, 417
In-basket simulation, employee selection, 323
Incentive compensation, 458
Income statement, 546
Index of Economic Freedom, 105
Individual collectivism, 107
Individualism, 106
Individualism approach, 132–133
In uence, 410, 426. see also Power
Informal organization, 41
Information, 581
as source of power, 428
Informational roles, 18–19
Information and control systems, 205
Information technology (IT), 46, 580
new generation of, 585–586
Infrastructure, 103
Initiating structure, leadership
behavior, 416
Innovations, 200
ambidextrous approach, 279
coordination model for, 282
in HRM, 315–316
open, 283
organizational change, 278
Inputs, 47
Instant messaging, 476–477, 483
Integrative negotiation, 521
Intelligence teams, 177
deployment, 176–177
Interactive leadership, 412–413
Interim managers, 22
Internal attribution, 384, 385
Internal coordination, 282–283
Internal environment, 65, 75–78
Internal recruiting, 318
International business environment, 102
International dimension, 65
International environment, 65–66
International human resource
management (IHRM), 311
International management, 102
International opacity index, 553
International Quality Standards, 557
International stage, globalization, 97
International trade alliances
European Union (EU), 112–113
General Agreement on Tariffs and Trade
(GATT), 112
globalization backlash, 113–114
North American Free Trade Agreement
(NAFTA), 113
World Trade Organization (WTO), 112
Internet, 586–589
Interorganizational partnerships, 74, 75
Interpersonal demands, 397–398
Interpersonal roles, 19
Interviews, employee selection, 321–322
Intranet, 587
Intrinsic rewards, 442, 455
Intuition, evaluating information, 392
Intuition, decision making, 219–220
Inventor, 285
Inventory, 578
Inventory management
importance of inventory, 579
just-in-time (JIT) inventory systems, 579–580
Inventory turnover, 548
Involvement culture, 80–81
IRS. see U.S. Internal Revenue Service
ISO 9000 standards, 557
IT. see Information technology
J
JIT. see Just-in-time inventory system
Job
analysis, 318
characteristics model, 457–458
description, 318
design, 454
enlargement, 456
enrichment, 456–457
evaluation, 329
rotation, 455–456
satisfaction, 380, 381
simpli cation, 454–455
speci cation, 318
Job-based pay systems, 329
Job-centered leaders, 417
Job design for motivation, 454–458
job characteristics model, 457–458
job enlargement, 456
job enrichment, 456–457
job rotation, 455–456
job simpli cation, 454–455
Joint ventures, 75, 100
Justice approach, 133–134
Just-in-time (JIT) inventory systems,
293–294, 579–580
K
Kepner and Tregoe study, of decision
making, 222–223
Knowledge, 581
Knowledge economy, 278
Knowledge management, 580–581
portal, 581
Knowledge of actual results, 458
L
Labor market, 70–71
Language barriers, communication, 475
Large-group intervention, 289–290
Law of effect, 452
SUBJECT INDEX 663
LDCs. see Less-developed countries
Leader role, 18–19
Leaders
charismatic, 422
employee-centered, 416
job-centered, 417
moral, 430
personal characteristics, 415
servent, 430
task-oriented, 420
transactional, 424
transformational, 424
Leadership, 410
aspects of, 410
behavioral approaches, 415–417
charismatic, 422–423
contingency approaches, 418–422
of effective teams, 507
as service
moral leadership, 430–431
servent leadership, 429–430
strategy execution, 203–204
substitutes for, 421–422
traits, 415
transformational vs. transactional, 424
visionary, 422–423
vs management, 414
Leadership grid, 417
Leadership in Energy and Environmental
Design (LEED), 152
Leader style matching, 420–421
Leading, 6–7
Lean manufacturing, 578
Lean production, 578
Learning, 491–492
learning process, 394–395
learning styles, 395–396
Learning organization, 50
LEED. see Leadership in Energy and
Environmental Design
Legal-political dimension, 68
Legal-political environment, 104–105
Legitimacy, 160
Legitimate power, 426
Less-developed countries (LDCs), 103
Level 5 leadership, 411–412
Leverage ratios, 548
Liabilities, 546
Liaison role, 18–19
Licensing, 99
Life and safety, right to, 133
Life Balance Resources program, 360
Lifestyle awards, 459
Likability, 387
Line authority, 247
Line departments, 247
Linguistic pluralism, 110
Liquidity ratio, 547
Listening, 480–482
Locus of control, 389–390
measuring, 391
Long-term orientation, 107
Low-context culture, 110
Lump-sum bonuses, 459
M
Machiavellianism, 391
Management
classical perspective on, 36–41
contemporary tools, 35
contingency view of, 48–49
customer relationship, 51
de nition of, 4–5
environments of, 63–85
four functions of, 5–7
horizontal differences in, 12–13
humanistic perspective on, 41–46
levels in organizational hierarchy, 11
new competencies, 23
and new workplace, 21–23
organizational performance, 7–8
organization and, 34–36
scienti c, 37–38
skills, 8–10
span of, 247, 249–250
supply chain, 50–51
types, 10–13
vertical differences in, 11–12
Management by objectives (MBO), 49,
168–171
bene ts, 170
model, 169
problems, 170
Management information system (MIS),
581–582
Management science perspective, 46
Management thinking evolution
classical perspective, 36–41
humanistic perspective, 41–46
innovative management thinking for
turbulent times, 50–52
management science perspective, 46
recent historical trends, 47–50
Management tools, contemporary, 35
Management vs. leadership, 414
Managerial ethics, 130–131
Managers
activities, 17–18
as communication champion, 472, 473
courage, 129–130
essentials, 148
ethical choices, 134–137
rst-line, 12
functional, 12
general, 13
interim, 22
middle, 12
project, 12
roles, 18–20
self test, 137
ten roles of, 18
top, 11
what is it like to be a, 13–20
Manager’s job, communication and,
472–474
Managing
cross-culturally, 116, 117–119
diversity, 346–350
in a global environment, 95–96, 115–119
small business and nonpro t
organizations, 20–21
team con ict, 517–521
the technology-driven workplace, 50–52
Manufacturing operations, 571–572
Manufacturing organizations, 571
Market entry strategies, 98
Market share, 194
Market Value-Added (MVA), 558
Masculinity, 106
Maslow’s hierarchy of needs theory, 443–445
Matching model, 316
Matrix approach, 254–255
Matrix boss, 255
MBO. see Management by objectives
McKinsey Quarterly, 186
Mediation, 520
Mentor, 358
Mentoring, employees, 326
Merger, 75
Mergers/acquisitions, 288–289
Message, 474
electronic messaging, 476–477
instant messaging, 476–477
nonroutine messages, 477–478
routine messages, 477
Metacategories, behavior, 415
Micromanaging, 377
SUBJECT INDEX664
Middle managers, 12
Middle-of-the-road management, 417
Mission, organizational, 163–164
Mission statement, 164
MNC. see Multinational corporation
Modular approach, 257–258
Monitoring role, 18–19
Monoculture, 352
Moral development. see Personal moral
development, levels of
Moral leadership, 430–431
Moral-rights approach
right of freedom of conscience, 133
right of free speech, 133
right to due process, 133
right to life and safety, 133
right to privacy, 133
Motivation
concept of, 442–443
content perspectives on, 443–448
employee engagement, 441, 460–462
Herzberg’s two-factor theory, 446–447
innovative ideas for, 458–462
job design for, 454–458
motivational bene ts of job exibility,
446, 459
process perspectives on, 448–452
reinforcement perspective on, 452–454
simple model of motivation, 442–443
two-factor approach to, 446–447
Motivation, source of, 161
Motivators, 446
Multicultural teams, 462
Multidomestic strategy, 202
Multinational corporation (MNC), 114
Multinational stage, globalization, 97
Multiple channels, 492
Myers-Briggs type indicator (MBTI),
392–393
N
NAFTA. see North American Free Trade
Agreement
National Highway Traf c Safety
Administration, 542
Natural dimension, 69
Negative reinforcement, 453
Negotiation, 295
Negotiation, 520–521
Negotiator role, 18–19
Neutralizer, leadership, 421
New Motivational Compensation
Programs, 459
New-venture fund, 286
New-venture team, 285
New workplace
characteristics, 21–22
Nexters. see Generation X employees
Nonpro t organizations, 20–21
Nonprogrammed decisions, 214–215
Nonroutine messages, 477–478
Nonverbal communication, 480
Normative, decision making, 217
Norming, 515
North American Free Trade Agreement
(NAFTA), 113
O
Occupational Safety and Health
Administration (OSHA), 68
OD. see Organization development
Offshoring, 99
OJT. see On-the-job training
One-way communication, 474
Online checks, employee selection, 323
On-the-job training (OJT), 325
Opacity index, 552
Open-book management, 550
Open innovation, 283
Openness to experience, 386
Open systems, 47
Operational goals, 165
Operational planning
criteria for effective goals, 168
MBO, 168–171
single use plans, 171
standing plans, 171
Operational plans, 166
Operations management, 46, 570
Operations management systems
cellular layout, 576
facilities layout, 573
xed-position layout, 576
process layout, 573–574
product layout, 574–575
technology automation, 576–578
Operations research, 46
Opportunity, 193, 222
Opt-out trend, 354
Organization
de nition of, 7
Organizational behavior, 378
Organizational change, 278
four roles in, 285
Organizational citizenship, 378
Organizational commitment, 381–382
Organizational communication, 483–489
formal communication channels, 483–486
innovations in, 489–492
personal communication channels, 487–489
team communication channels, 486–487
Organizational control, 538
Organizational decline/revitalization, 288
Organizational environment, 64
Organizational performance, 7–8
Organizational planning process, 162
Organizational stakeholders, 138–140
Organization chart, 244
Organization development (OD), 287–290
activities, 288–290
con ict management, 288
mergers/acquisitions, 287–288
organizational decline/revitalization, 288
steps for, 290
Organization development (OD), 45
Organization–environment relationship,
72–75
Organizations
adaptive. see Adaptive organizations
bureaucratic, 38–40
characteristics of creative, 280
characteristics of Porter’s competitive
strategies, 198–199
chart, 244
checklist for analyzing strengths and
weaknesses, 192
and environment relationship, 72–75
informal, 41
learning, 50
management and, 34–36
Quadrant A organizations, 83
Quadrant B organizations, 83
Quadrant C organizations, 83–84
Quadrant D organizations, 84
structure, 244
three levels of strategy in, 190–191
Organization structure, 244
Organizing, 6, 244
OSHA. see Occupational Safety and Health
Administration
Outputs, 47
Outsourcing, 256
Outsourcing, 52
Overcon dence, 228
Owners’ equity, 546
SUBJECT INDEX 665
P
Panel interviews, employee selection, 321
Participation, 295
Partnerships, strategic, 200
Part-time employees, 315
Passive follower, 426
Pay for knowledge, 459
Pay-for-performance, 330, 459
Peer-to-peer le sharing, 586
People change, 287
People-oriented behavior, 415
Per capita income, 103
Perception, 382–385
Perceptual defense, 384
Perceptual distortions, 384
Perceptual selectivity, 383
Performance, organizational, 7–8
Performance appraisal, 326
performance assessment, 327–328
performance evaluation errors, 328
Performance dashboards, use of, 176, 177
Performance gap, 291
Performance orientation, 107
Performance standard, 161
Performing, 515
Permanent teams, 256
Personal characteristics, of leaders, 415
Personal communication channels, 487–489
Personal decision framework, 226–227
Personal effort, as source of power, 428
Personal identity, 14
Personality, 385–394
attitudes and behaviors in uenced by,
388–393
emotional intelligence, 388
personality traits, 386–387
testing, 387
Personal moral development, levels of,
134–135
Personal networking, 471–472, 487–488
Person–environment t, 394
Person–job t, 393–394
Persuasion, in communication, 478–479
Physiological needs, motivation, 444
Planning, 5–6, 160
contingency, 172–173
crisis, 173–175
decentralized, 175
high performance, 175–177
operational. see Operational planning
organizational, 162
process, organizational, 162
Plans, 160
CMP, 174
contingency, 172
levels, 160
operational, 166
overview, 160
purposes, 160–161
single use, 171–172
standing, 171–172
strategic, 164
tactical, 165
Pluralism, 352
P➞O expectancy, 451
Point-counterpoint, 230
Policy-based statements, 145
Political forces, 34
Political instability, 105
Political model, decision making,
221–222
Political risk, 104
Political skills, 574
Polycentric companies, 115
Porter’s competitive forces and strategies,
196–199
Portfolio strategy, 194
Positive reinforcement, 452–453
Postconventional level, of personal moral
development, 135
Postheroic approach, 411
Power, 426–429, 447–448
distance, 106, 107
interpersonal influence tactics,
428–429
personal
expert power, 427
r
eferent power, 427
position
coercive power, 427
legitimate power, 426
reward power, 426
sources
information, 428
personal effort, 427
relationship network, 428
Pragmatic survivor, 425
Preconventional level, of personal moral
development, 135
Prejudice, 350
Presenteeism, 396
Pressure groups, 68
Primacy, perceptual selectivity, 383
Principled level, of personal moral
development, 135
Privacy, right to, 133
Problem, 222
Problem-solving styles, 392–393
Problem-solving teams, 509
Procedural justice, 134
Process, 263
layout, 573–574
theories, 443, 448
Proclaiming, communication, 473
Product change, 279
Productive output, 523
Product layout, 574–575
Product markets, 103–104
Product structure, 252
Pro tability ratios, 548
Pro t margin on sales, 548
Programmed decisions, 214
Program structure, 252
Projection, 384
Project managers, 12, 262
Promote-from-within, 318
PRSA. see Public Relations Society of
America
Public Relations Society of America
(PRSA), 512
Punishment, 453–454
Purpose-directed communication, 472
Pythons, 256
Q
Q12, 461–462
Quadrant A organizations, 83
Quadrant B organizations, 83
Quadrant C organizations, 83–84
Quadrant D organizations, 84
Quality and nancial control trends, 557
Activity-Based Costing (ABC), 558
Corporate Governance, 558–559
Economic Value-Added (EVA), 558
International Quality Standards, 557
Market Value-Added (MVA), 558
new nancial control systems, 557–559
Quality circles, 553–554
Question mark, 195
Quiet rooms, 399
R
Radio-frequency identification
(RFID), 577
SUBJECT INDEX666
Rationale for decisions, 161
RATR. see Relay Assembly Test Room
experiment
Raw materials inventory, 578
Realistic job preview, 318
Receiver, communication process, 474
Recency, perceptual selectivity, 383
Recruiting, 318
Recruitment, employees
E-cruiting, 320
innovations, 320–321
legal considerations, 319
organizational need assessment, 318
realistic job previews, 318–319
Reengineering, 263–264
Referent power, 427
Refreezing, 290
Reinforcement, 452
perspective on motivation, 452–454
theories, 443, 452
Related diversi cation, 195
Relationship management, 388
Relationship network, as source
of power, 428
Relay Assembly Test Room (RATR)
experiment, 42
Resource allocation, 161
Resource allocator role, 18
Resource markets, 103–104
Responsibility, 246
center, 544
Restraining forces, 293
Return on quality (ROQ), 84
Return on total assets (ROA), 548
Revenue budget, 545
Reward power, 426
Rewards, 442–443. see also Extrinsic
rewards; Intrinsic rewards
Rightsizing, 316
Risk
in decision making, 216
propensity, 224
ROA. see Return on total assets
Roles
ambiguity, 397
con ict, 397
decisional, 19–20
de nition, 18
informational, 18–19
interpersonal, 19
ROQ. see Return on quality
Routine messages, 477
S
Safety needs, motivation, 444
Salary surveys, 329
Sarbanes-Oxley Act (2002), 21, 99, 559
Satis cing, 218
SBU. see Strategic business units
Scalar chain, 40
Scalar principle, 245
Scenario building, 173
Scienti c management, 37–38
Selection, of employees, 321
application form, 321
assessment centers, 322–323
employment tests, 322
interview, 321–322
online checks, 323
Self-actualization needs, motivation, 444
Self-awareness, 388
Self-contained unit structure, 252
Self-directed teams, 508–509
Self-ef cacy, 459
Self-management, 388
Self-serving bias, 385
Self test, for managers, 137
Sender, communication process, 474
Sensation, evaluating information, 392
Servent leadership, 429–430
Service operations, 571–572
Service organizations, 571
Sexual harassment, 312
Sexual harassment, 361–362
Sharing, communication, 473, 478
Short-term orientation, 107
Siebel Systems, 409
Single use plans, 171–172
Situational theory, leadership, 418–419
Six sigma, 554–555
Skills training, diversity, 360–361
Skunkworks, 285
Slogan, 78
Small business, strategy development, 206
Social
contract, 34
entity, 7
forces, 34
Social awareness, 388
Social contract, 314–315
Social disposition, 482
Social facilitation, 523
Social networking, 586
Societal collectivism, 107
Sociocultural dimension, 66
Sociocultural environment, 105–111
Socioemotional role, 513
Source of motivation, 161
Span of control, 247
Span of management, 247, 249–250
Specialization, 244–245
Special-purpose teams, 508
Spokesperson role, 18–19
Sponsor, 285
Staff authority, 247
Staff departments, 247
Stakeholders, organizational, 138–140
Standard, performance, 161
Standing plans, 171–172
Star, 195
Stateless stage, globalization, 97
Stereotype, 350–351
threat, 351–352
Stereotyping, 384
of employee, 328
Stockless systems, 579
Storming, 515
Story
, 77
Strategic business units (SBU), 194
Strategic conversation, 472
Strategic goals, 164
Strategic management, 188–191
case study, 207–210
levels of strategy, 190–191
process. see Strategic management
process
purpose of strategy in, 188–190
Strategic management process, 191–193
strategy formulation versus
execution, 191
SWOT analysis, 192–193
Strategic partnerships, 200
Strategic plans, 164
Strategic role, HRM, 308–311
Strategic strength, 185–186
Strategic thinking, 186–187
Strategy, 188
competitive, 198–199
delivering value to customer, 189–190
development for small business, 206
development of core competence,
188–189
differentiation, 198
diversi cation, 195–196
focus, 199
formulation, 194–199
levels in organizations, 190–191
new trends in, 199–200
SUBJECT INDEX 667
portfolio, 194
purpose of, 188–190
synergy, 189
tools for implementation, 203
Strategy execution, 191, 203–205
tips for effective, 204
Strategy formulation, 191
Strategy maps, and goal alignment,
166–167
Strengths, 192
Stress, 396–399
management, innovative responses to,
398–399
workplace, 397–398
Stressors, 396
Stretch goals, 176
Structural design, 204–205
Structure
divisional, 252–253
dual-authority, 254
functional, 252
global geographic, 253
product, 252
program, 252
self-contained unit, 252
team-based, 256
virtual network, 256
Substitute products, threats of, 197
Substitutes, for leadership, 421–422
Subsystems, 48
Superordinate goal, 520
Suppliers, 70
Supply chain management, 50–51, 572–573
Survey feedback, 288
Sustainability, ethics of, 141–142
SWOT (strengths, weaknesses,
opportunities, threats) analysis,
192–193
Symbol, 77
Synergy, 47, 189
System, 47
Systemic thinking, 48
Systems theory, 47–48
T
Tactical goals, 165
Tactical plans, 165
Tactics, interpersonal in uence, 428–429
Talent acquisition, 318. see also Recruiting
Tall structure, 249
Task demands, 397
Task environment, 65, 69–72
Task forces, 262
Task force, 508
Task-oriented behavior, 415
Task-oriented leaders, 420
Task specialist role, 513
Team approach, 255–256
Team-based compensation, 459
Team-based structure, 256
Team building, 288
Team-building skills, 23
Team cohesiveness, 516–517
Team communication channels,
486–487
Team effectiveness
model of, 506–507
Team management, 417
Team norms, 517
Team processes
adjourning, 515–516
ve stages of team development, 514
forming, 514–515
norming, 515
performing, 515
storming, 515
team cohesiveness, 516–517
team norms, 517
Teams
command team, 507
committee, 508
cross-functional team, 508
de ned, 504–505
dilemma of, 505–506
fast-cycle, 283
ve common dysfunctions, 505
formal teams, 507–508
functional team, 507
global teams, 511–512
horizontal team, 508
leadership, 507
new-venture, 285
problem-solving teams, 509
self-directed teams, 508–509
special-purpose teams, 508
task force, 508
vertical team, 507–508
virtual teams, 509–511
Teamwork
managing team con ict, 517–522
team characteristics, 512–513
team effectiveness, 506–507
team processes, 513–517
teams at work, 504–506
types of team, 507–512
work team effectiveness, 522–523
Technical core, 570
Technical skill, 9
Technological dimension, 66
Technology change, 279
Telecommuting, 316
Temporary employees, 315
Theories
acquired needs theory, 447–448
content theories, 443
equity theory, 449–450
ERG theory, 445–448
expectancy theory, 450–451
goal-setting theory, 448–449
Herzberg’s two-factor theory, 446–447
hierarchy of needs, 443
process theories, 443, 448
reinforcement theories, 443
X scale, 43, 45
Y scale, 43, 45
The Prince, 391
Thinking, evaluating information, 392
Threats, 193
of substitute products, 197
360-degree feedback, 327
Top-down budgeting, 545
Top leader, 255
Top management support, 295–296
Top managers, 11
Total quality management (TQM), 49–50
benchmarking, 554
continuous improvement, 555–556
cycle time, 555
quality circles, 553–554
six sigma, 554–555
TQM success factors, 556–557
TQM technique, 553–556
TQM. see Total quality management
Training and development, 287
Training and development, employees
coaching, 326
corporate universities, 325–326
mentoring, 326
OJT, 325
promotion-from-within, 326
Traits, leadership, 415
Transactional leaders, 424
Transformational leaders, 424
Transformation process, 47
Transnational strategy, 202–203
Transparency International, bribe payers
index, 138
SUBJECT INDEX668
Two-boss employees, 255
Two-factor approach to motivation, 446–447
Two-way communication, 474
Type A behavior, 397
Type B behavior, 397
U
Uncertainty
avoidance, 106
change implementation, 293
decision making, 216
Uncertainty avoidance, 107
Uncritical thinking, 424
Unfreezing, 290
Unity of command, 40, 245
Unity of direction, 40
Unrelated diversi cation, 195–196
Upward communication, 483, 485
U.S. Internal Revenue Service (IRS), 279
Utilitarian approach, 132
V
Valence, 451
Value chain management
organization as a value chain, 570–573
Value differences, 351
Verbal cues, face-to-face
communication, 480
Vertical differences, management,
11–12
Vertical integration, 196
Vertical structure
centralization and decentralization, 250
chain of command, 245–247
span of management, 247, 249–250
work specialization, 244–245
Vertical team, 507–508
Videoconferencing systems, 476
Virtual network structure, 256
Virtual teams, 315
Virtual teams, 509–511
Vision, leadership, 423
Visionary leadership, 422–423
Vocal cues, face-to-face
communication, 480
W
Wage and salary surveys, 329
Wall Street Journal, 549
Watson Wyatt Worldwide study, 472
Weaknesses, 192
“Web Factor,” 394
Whisle-blowing, 146–147
Wicked decision, 216–217
Wiki, 581
Win-win solution, 521
Women workforce
factors affecting careers
of, 353–354, 356
Work-in-process inventory, 578
Workplace
stress, 397–398
technology-driven, 50–52
Work redesign, 457
Work Specialization, 244–245
World Trade Organization (WTO), 112
Written communication, 489
WTO. see World Trade Organization
Z
Zero inventory systems, 579