Whetten David A., Cameron Kim S. Developing management skills
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Kroc, Ray, 180–181
Kuo, Y. Y., 202
Kwon, S., 288
L
Labich, K., 287
LaGaipa, J., 289
Lahiff, J., 256
Lakein, D., 121
Langer, E., 449, 462
Langlois, J., 290
Latack, J., 120
Latham, G., 14, 132, 333, 334, 380,
453
Lavine, M., 538, 541, 542, 566
Lawler, E., 144, 337, 338, 347, 494,
495
Lawrence, K., 178, 179, 204, 444
Lawrence, Paul, 297
Leana, C., 463
Ledford, G., 144, 494, 495
Leger, D., 283
Lehman Brothers, 284
Lehrer, P. M., 115, 128, 135, 143
Leonard, D., 12
Leong, F. T. L., 69
Levinson, J. D., 120
Lewin, Kurt, 113, 560
Lickona, T., 72
Liden, R., 294
Lidz, F., 495
Likert, R., 118
Lim, S., 139, 238
Locke, E. A., 80, 132, 333, 334, 453,
463, 509
Lombardo, M., 285, 381
Long, B., 135, 136, 137
Loomis, F., 240–241
Lopez, R., 620
Lorsch, Jay, 297, 444
Los Angeles Clippers, 495
Losada, M., 259, 548
Lowell, E., 345
Luhmann, N., 450
Lusch, R. F., 130
Luthans, F., 10t, 13, 337
M
Macintosh Computer, 180, 205
Maddi, S., 139
Maddux, J., 448
Maduro, R., 202
Maier, A., 256
Maier, N., 256, 631
Malden Mills, 557
Management and Machiavelli, 328
Mandela, Nelson, 446, 555, 561
Mannix, E., 378, 380
Manz, C., 449, 507
March, J., 174, 176, 178, 199, 200,
652, 653
Markoff, J., 188
Marlowe, David, 129
Martin, E., 620
Martin, J., 452
Martin Marietta, 73
Martindale, C., 193
Marwell, G., 298
Marx, K., 446
Mary Kay Cosmetics, 455
Maslow, A. H., 58, 345, 345t, 376
Masten, A. S., 134
Masuda, M., 120
Matteson, M. T., 139
May, Rollo, 284
Mayer, J., 62, 298
Mazique, M., 294, 297
McCall, M., 285
McCauley, L., 331
McClear, K., 80
McClelland, David, 285, 345,
346, 443
McConkie, M., 450, 451
McCraty, R., 547
McCullough, M., 547
McDonald’s, 180–181
McGovern, Gordon, 295
McGregor, D., 250, 330, 462
McGuffey’s Restaurant, 217–221, 226
McKay, M., 143, 158
McKim, R., 188
McLoughlin, C. A., 113, 136
McMillan, I., 204
Mechanic, D., 289, 291
Medawar, P., 195
Mednick, M. T., 139
Medsker, G., 502
Merrill, Roger, 207
Mesa Petroleum, 136
Meyerson, D., 544
Michener, H., 327
Microsoft, 184, 212, 556, 562, 568,
572–573
Milgram, S., 72, 120
Miller, D., 79, 291
Miller, S., 177, 178, 596
Mintzberg, H., 15, 117, 127
Mischel, W., 130
Mishra, A., 118, 131, 447, 450, 454,
456, 459, 464
Mitchell, T., 72, 335
Mitroff, I., 178
Moe, M., 329
Mohrman, S., 144, 494, 495
Mokwa, M., 199
Moore, Gordon, 296
Moore, T., 82
Moorehead, Dr. Bob, 4–5
Moral Research Center, University of
Minnesota, 72, 99
Morcott, Woody, 206
Morgan, S., 446
Morris, M., 76, 295
Morrison, A., 381
Moving Mountains, 497
Mulder, M., 300
Mullen, B., 514
Mumford, M., 184
Murlis, H., 337
Murnighan, J., 386, 392
Murphy, L. R., 135, 137
Murray, B., 337, 345–346
Murrell, K., 448, 450
N
Nanus, B., 283, 447, 449, 451, 553
National Training Laboratories, 562
Nayak, P., 185, 188, 189, 190,
192, 193
Neale, M., 381, 386, 391
Neider, L., 335
Nelson, Dr. Noelle, 340, 349
Nelson, William, H., 326
Nemeth, C., 205
Neufeld, R., 448
Newcomb, T., 186
Newman, W., 462
Nicholson, Geoffrey, 207
Nickerson, J., 495
Nickerson, R., 184, 195, 197
Nielson, T., 376
Nisbett, R., 287, 326
Nishida, T., 264
Nord, W., 450
Norenzayan, A., 287, 326
Northwestern National Life, 118
O
O’Connor, R., 118, 293
Oedipus, 285
Oldham, G. R., 131, 132, 342,
450, 451, 452, 457, 458,
467, 611
Olsen, J., 652, 653
Ong, M., 333
Organ, D., 448
Orme-Johnson, D., 143
Osborn, A., 199
Ouchi, W., 244
Overstock.com, 91
Owan, H., 495
Ozer, E., 451
P
Pagonis, Gen. Gus, 497, 499,
502–503, 505–507,
509, 510, 512
Parker, G., 505, 512, 514
Parker, V., 61, 338
Parsons, Wendell, 329–330
Pascale, R., 293, 376
Pauling, Linus, 192–193
Peake, P. K., 130
Pelled, L., 381
Pepperidge Farms, 291
Perot, Ross, 377, 555
Perrow, Charles, 297
Perry, M., 327
Peters, T., 62, 118, 244, 292, 495
Peters, Tom, 3, 178, 429, 495
Peterson, Peter, 284
Peterson, Ralph, 555
Peterson, R. L., 546
Pfeffer, J., 6, 7, 8, 118, 244, 288, 293,
294, 295, 337, 538
Philips Electronics, 123
Phillips, E., 387
Phillips, K. W., 381
Pilling, B. K., 130
Plutarch, 57
Podolny, J., 295
Poincare, H., 195
Polaroid, 213
Polonius, 57
Poor, E., 603
Porter, L., 298, 327, 387
Posner, B. Z., 68, 68, 507
Pratt, M., 450
Preston, P., 462
Proctor, R., 393
Prudential Life Insurance, 136
Pruitt, D., 398
Prussia, G., 120
Publilius Syrus, 57
Purdy, K., 131, 458
Putnam, R., 652
Q
Quick, T., 328
Quinn, R. E., 8, 11, 16, 17, 68, 179,
444, 447, 451, 452, 461,
498, 506, 538, 544, 549
R
Rahe, R. H., 119–120
Rahim, M., 386–387
Rainbow, Jacob, 194
Ramsey, Joseph, 207
Randle, C., 239
Rappoport, J., 448, 449
Rasheed, A., 174
Raven, B., 445
Ray, M., 448
Raytheon, 185, 187, 189, 190, 205
Reagan, Ronald, 556, 588
Redmond, M., 239
Redstone, Sumner, 284
Reed, M. J., 134
Reese, S., 329
Reingold, J., 593
Reis, H., 238
Rest, J., 72, 99
Reuters, 555
Ribot, T., 195
Rigby, D., 8
Riley, S., 174
Rodin, J., 462
Rogers, Carl, 58, 247, 256, 257, 258
Rohrbaugh, J., 16
Rokeach, M., 61, 68–69
Rose, S., 448
Rosen, S., 239
Rosenfeld, L., 393
Rosenman, R. H., 140, 141
Rosenthal, R., 65, 130
Rostad, F., 135, 136, 137
Rothbaum, F., 449
Rothenberg, A., 79, 198, 199
Rotter, Julian, 52, 80
Ruble, T., 76, 383 ,387
Runco, M., 184, 195
Runyon, K., 448
Rust, Ed, 292
Ryan, R., 448, 450
Ryman, D. H., 120
S
Saarni, C., 129
Salancik, G., 559
Salovey, P., 63
Sandelands, L., 21, 59, 113,
141, 444
Sanders, Harland, 187
Sandusky, Ohio, 197–198
Sanford, D. G., 69, 592
Sashkin, M., 443, 463
Savage, G., 386, 388
Scandinavian Airlines, 561, 564
Schein, E. H., 120, 292, 513
Schmidt, E., Jr., 380
Schmidt, F., 330
Schmidt, S., 298, 302, 388, 390
Schmidt, W. H., 69
Schmitt, D., 298
Schnake, M., 239, 240, 247
Schneer, J., 387
Schneider, J., 78, 448
Schriesheim, C., 335
Schuster, J., 337
Schwalbe, M., 448
Schwartz, Jeffrey, 555
Schwartz, S. H., 69
Schweiger, D., 463
Scott, O., 187, 189
Scoular Grain Company, 136
Sculley, John, 284, 556
Seeman, M., 78, 448
Seff, M., 448
Seligman, M., 448, 462, 541
Seiler, W., 598
Selye, H., 114
Selznick, P., 560
Senge, P., 495, 496
Serpkenci, R. R., 130
Sewell, Carl, 457, 458
Seybolt, P., 376, 386, 387
Shaklee Products, 455
Shalley, C., 178
Shamir, B., 335
Shatkin, S., 143
Shenandoah Life Insurance Co., 495
Shipper, F., 285
NAME INDEX 707
Shoda, Y., 130
Siau, K., 200
Sieburg, E., 246, 251, 254
Siegman, A. W., 140, 141
Sillars, A., 381
Silver, Spence, 185, 187, 188, 189, 192,
193, 204, 205–207
Simmel, G., 547
Sims, H., 449, 507
Simon, H., 174, 176, 199, 200, 539
Sincoff, M., 620
Singh, J., 117, 118, 132, 143
Slocum, J., 448
Smejda, Karolus, 296
Smeyak, G., 620
Smith, D., 144, 495, 505, 507,
509, 519
Smith, G., 184
Smith, R., 393
Smith, Roger, 377
Smith, S., 184, 195, 200, 201
Smith, T., 140, 141
Smith, W., 386
Snyder, S., 449
Social Security Administration, 132, 344
Solem, A., 256
Solomon, B., 446
Sophocles, 285
Sorenson, M. J., 139
Sorenson, R., 386
Sosik, J., 61
Southwest Airlines, 91, 213, 291
Sparrowe, R., 294
Spencer, L. M., 58, 130
Spencer, Percy, 185, 187, 189, 190,
204, 205, 206
Spencer, S. M., 58, 130
Spitzberg, B., 239, 240, 246, 251
Sprague, J., 594
Spreitzer, G., 443, 447, 450, 451, 452,
456, 457, 549
SSS Software, 30–40, 410–418,
660–671
Stajkovic, A., 337
Stalk, G., 117
Stamps, D., 329
Staples, L., 448
Starko, A., 184, 201
Stasser, S., 131, 443, 449
Staw, B., 21, 59, 113, 141, 444
Steers, R., 327, 338
Steil, L., 239, 246, 251, 256, 260
Steinel, W., 386
Sternberg, R., 65, 74, 129, 130, 174,
189, 194, 199, 256
Stewart, C., 626
Stewart, Martha, 72
Stewart, T., 287
Stone, R., 143
Stone-Romero, E., 290
Stroh, L., 391, 398
Stuart, D., 594
Stuart, Jim, 331
Sue-Chan, C., 333
Sullivan, Barry, 123
Sutton, C., 72, 73
Swift, C., 448
Synopsis Communication Consulting of
London, 239
T
Tallahassee Democrat, 519–521
Tedeschi, J., 290
Tennessee Valley Authority, 560
Tennyson, Alfred Lord, 57
Thoits, P., 118
Thomas, John, 454
Thomas, K., 378, 383, 387, 443, 448,
449, 450
Thomas, P., 448
Thompson, D., 338
Thompson, L., 290, 303, 379, 386, 392
Thorton, B., 239
3M, 82, 185–189, 192, 193,
205–207, 652
Tichy, N., 16, 17, 204, 331, 538,
562, 652
Timberland, 555
Timmer, Jan, 123
Ting, S., 285
Ting-Toomey, S., 264, 386
Tjosvold, D., 376
Tomlinson, A., 329
Toyota Motors, 7, 568, 571
Travelers Insurance Co., 132, 344
Trevor, C., 338
Triandis, H., 264, 284, 338
Trieber, Frank, 115
Tripp, T., 305
Trompenaars, F., 22, 66, 78, 118, 202,
250, 264, 284, 381, 390, 471,
512, 517
Tropman, J., 652, 654
Troxell, J. R., 120
Tsang, J., 547
Tschirhart, M., 11
Tuchman, B., 652
Tuckman, B., 498
Tully, S., 287
Turkington, C., 128
Turner, M., 507
Tushman, M., 204
Tutu, Desmond, 546
Tyabji, Hatim, 349
U
Ulicni, S. K., 69
Ulrich, D., 15, 297, 544
Union Carbide, 382
United Chemical Company, 269–271,
277–278
UOP Inc., 382
Urwick, Lester, 463
U.S. Postal Service, 14–15
U.S. public education system, 526–527
US West, 331
Useem, Michael, 303
V
Van de Ven, A., 204
Vance, C. M., 13, 14, 74
Vangelisti, A., 247
Vardi, Y., 79, 448
Vaske, J., 327
Velthouse, B., 443, 449, 450
Verespei, M., 495
Verifone, 349
Veroff, J., 346
Viacom, 284
Vinton, D., 117
Vogt, J., 448, 450
Vogus, T., 139
Volvo, 495
Von Oech, Roger, 196, 206
Von Treitschke, Heinrich, 283
Vroom, V., 177, 327, 464, 465
Vygotsky, L., 187
W
Waclawski, J., 61
Wagner, N. N., 120
Wal-Mart, 213, 511
Wallas, G., 195
Walsh, J., 541
Walton, Sam, 511
Wanous, J., 376
Ward, H. W., 120
Ward, T., 184, 195, 200, 201
Warren, K., 462
Watson, C., 3, 260, 387
Watson, D., 80
Watson, K., 239
Weick, K. E., 21, 59, 113, 133, 134,
141, 142, 177, 184, 210, 444,
453, 560
Weiner, B., 334
Weingart, L., 378
Weirdsma, A., 174
Weisberg, J., 381
Weisenfeld, B. M., 120
Weisz, J., 449
Welch, Jack, 292, 538, 556, 562
Weldon, E., 381, 386
Wellins, R., 495, 496
Westinghouse Furniture Systems, 495
Wheeler, J., 12, 79, 507
Whetten, D. A., 14, 59, 60, 118, 382,
444, 498, 542
White, R., 446, 449
Whitney, D., 514
Wiemann, J., 254
Wilkinson, I., 298
William, R., 140
Williams, V., 140
Williams, W., 184, 194
Willmington, S. C., 239, 240
Wilmot, W., 381
Wilson, Bill, 181
Wilson, D., 177, 178
Wilson, J., 495
Wolf, Dr. Stewart, 128
Wolf, S. G., 119
Wolff, H. G., 119
Wolff, S. G., 514
Wonder, J., 202
Wood, R., 341
Wooten, M., 455, 545
Workman, E. A., 112, 138
World Trade Center, 557
Wright, A., 337
Wrzesniewski, A., 450, 452
X
Xerox Corporation, 144, 213, 503, 562
Xie, J., 386, 387
Xin, K., 381
Y
Yamaha, 181
Yammarino, F., 61
Yang, L., 184, 194
Yeatts, D., 505, 516
Yetton, P., 177, 464
Yogi, M., 143
Youtz, A., 376
Yukl, G., 289
Z
Zand, D., 450
Zeitz, P., 178
Zhou, J., 178
Zimmerer, T., 462
Zimmerman, M., 447, 448, 449
Zingheim, P., 337
708 NAME INDEX
A
Ability, and performance, 327
Abundance, vision of, 553–554
Accommodating, in conflict
management, 383–384,
385t, 389
Accountability vs. entitlement, 330–331
ACTH, in stress reactions, 116
Adhocracy skills, 16–17
Advising response, 257–258
Aggression, as stress mechanism, 114
Agreeableness, 80
Alarm stage, of stress, 114
Alice in Wonderland, 332–333
Alternatives, in analytical problem-
solving, 174–178
Analogies, in problem solving, 196
Analysis, and problem solving, 174–178,
175t, 211
Anticipatory stressors, 117t, 120,
132–134
Aptitude, 327
Aspirations, in learning plan, 92
Assertiveness, and influence, 304–305
Attraction, as power source, 289–290
Attribution bias, 326
Authority, for decision making, 131
Autonomy, at work, 131
Avoiding, in conflict management, 384,
385t, 389–390
B
Balance, in life, 134–135
Benchmarking, 552, 554t
Blocking roles, on teams, 515–516
Bosses, abusive, 305t
Brainstorming, and problem solving,
199–200
Breathing, deep, to reduce stress, 145
Byron vs. Thomas, 271–272, 277–278
C
Cardiovascular conditioning, 136t,
136–137, 137t
Case of the Missing Time, the, 150–154
Center for Leadership and Change
Management, 303
Centrality, as power source, 293–295
Centralization, and empowerment, 445t
Change. See also Leadership, for
positive change
attitudes toward, 76–79
effect on stress, 118–119
and locus of control, 78–79
managing, 4
predictions of, 3
and tolerance of ambiguity, 77–78
white water pace of, 77
Characteristics, in learning plan, 92–93
Cheshire Cat, 332–333
Clan skills, 16–17
Clarification probe, for interviews, 626,
628t
Closed questions, for interviews,
621–622
Coaching, on communication, 244–246
Cognitive style, 61, 74–76, 75t
creating style, 75–76
indicator, 52
knowing style, 74–75
planning style, 75
Collaboration, in conflict management,
385–386, 390, 391–402
Collaboration, in stress management,
128–130
Collectivism, 66t, 67
Commitment, as conceptual block,
188–190
Commonalities, ignoring, as conceptual
block, 189–190
Communication, and empowerment,
444, 445
Communication, supportive. See also
Interviews, conducting
accuracy and, 240–242
attributes of, 242–244, 243t
barriers to, 264
behavioral guidelines for, 265
coaching and counseling for,
244–246
and congruence, 247–248
conjunctive, 254–255
consequences of ineffective, 242
descriptive, 248–250
effective, importance of, 239–240
and electronic communication, 239
international caveats for,
263–264
and interpersonal relationships,
238–239
listening and responding, 256–260,
272–273
obstacles to, 246, 246t
owned, 255–256
personal management interview
(PMI), 260–263
problem-oriented, 250–251
pronunciations, inconsistent, 241t
scoring key for, 276–278
skill analysis for, 266–268
skill application for, 274–275
skill assessment for, 234–237
skill practice for, 269–273
specific, 253–254
studies of, 239–240
validating, 251–253
Communist prison camp, exercise on,
84–85
Compassion, and leadership, 545–546
Competing Values Framework,
16–17, 179
Compromising, in conflict management,
384, 385t, 389, 389t
Computerized exam, exercise
on, 85–86
Conceptual blocks
commitment as, 188–190
complacency as, 192–194
compression as, 190–192
constancy as, 186–188
defined, 183
exercises to assess, 215–221
and mental filtering, 183–184
as mental obstacles, 208
overcoming, 194–199, 208
review of, 194
Conclusions, for a presentation, 597t
Conflict management
ambivalent view of, 376–378
approaches to, 383–386, 389–391
behavioral guidelines for, 402–404
collaborative problem solving and,
390–404
conflict focus, 380
and cultural diversity, 381–382,
386–387
and environmentally induced stress,
382–383
flexibility in, 387–389
and gender, 387
and informational deficiencies,
381–382
interpersonal, 376
issue-focused, 379–380
model for, 401–402
and negotiation strategies, 385t
people-focused, 378–379
and personal differences, 380–381
personal preferences for,
386–387, 402
and role incompatibility, 382
rules of engagement for, 378
scoring key for, 435–437
situational considerations for,
389–390, 389t
skill analysis for, 405–409
skill application for, 431–433
skill assessment for, 374–375
skill practice for, 410–430
XYZ approach to, 393–394,
396–397, 394t
Congruence, and communication,
247–248
Conscientiousness, 80
Constancy, as conceptual block,
186–188
Constraints, artificial, as conceptual
block, 190–191
Core self-evaluation, 61–62, 79–81
Core Self-Evaluation Scale, 55–56, 103
Core Self-Evaluation Survey, 81
Counseling, on communication,
244–246
Creating style, 75–76
Creativity, and problem solving,
174–209
Credibility, and teamwork, 507–509
Cuban Missile Crisis, 500
Culture. See also Diversity
affectivity in, 118
and communication, 241
and conflict management, 390
egalitarian, 118
hierarchical, 118
personal, learning plan for, 92–94
and power, 284
as predictive factor in stress, 118
sensitivity for, 22
and teamwork, 512
values of different, 61–63
Customer relationships, establishing, 131
Customer Undeniably Deserves
Attention (CUDA), 220
D
Dalkon Shield, 72
Decision dilemmas, exercise on, 86–88
Defensiveness, and communication, 246
Defensiveness, and self-awareness, 59
Defining Issues Test, 48–51, 99–101
Definitions, reversing, 197–199
Deflecting response, 258
Delegation. See also Empowerment
advantages of, 463–464, 463t
behavioral guidelines for, 472–473
principles for, 471f
process for, 465–470, 466f
relationship to empowerment, 473f
scoring key for, 485
skill analysis for, 474–475
skill application for, 483–484
skill assessment for, 440–442
skill practice for, 476–480
timing for, 464–465, 466f
Desert Storm. See Persian Gulf War
Deviance, negative and positive,
540–541, 546f
Dietary control, to combat stress,
137–138
Disconfirmation, and communication,
246, 246t
Distance learning, 329
SUBJECT INDEX
709
Page numbers followed by an f or t represent figures and tables respectively.
Diversity
differences vs. distinctions, 60–61
growth of, in workplace, 82
and individual differences, 21–22
and self-awareness, 61–62, 63f
and Trompenaars model, 22
Doctor’s dilemma, exercise on, 50, 100
Dominant response pattern, 21
Double-barreled questions, for
interviews, 622, 623t
E
E-mail, tone for, 605
Effort, as power source, 290–292
Egalitarian communication, 252
Elaboration probe, for interviews,
626, 628t
Elaboration, used in problem solving, 197
ELITE team, 519–521
Embedded pattern puzzle, 192f, 230
Emotional bank account, 129
Emotional competence, 62–64
Emotional Competence Inventory, 63
Emotional Intelligence, 63
Emotional Intelligence Assessment, 65
Emotional intelligence (EQ)
assessment for, 97–99
capabilities of those with, 63–64
compared to IQ, 64–65
and cultural diversity, 22
defined, 62
vs. emotional competence, 65
EQ-I measure, 63
as factor in success, 61, 62
falling scores of, 12
improving, 23
refining concept of, 61–63
skill assessment for, 47–48
and stress management, 128–130
Empowerment. See also Delegation
behavioral guidelines for, 472–473
defined, 443
developing, 451–461
by connecting to outcomes,
457–458, 461t
by creating confidence, 458–459, 461t
with emotional arousal, 455–456, 460t
by fostering personal mastery, 453
by modeling, 454, 460t
by providing information, 456–457,
460t–461t
by providing resources, 457, 461t
by providing support, 454–455, 460t
SMART goals for, 453, 460t
inhibitors to, 461–463
international caveats for, 471–474
managers’ dilemma with, 443–444
and meaning, 449–450, 451
negative attributes affecting,
444–445, 445t
and personal consequence, 449, 451
vs. power, 445–446, 446t
practical suggestions for, 459–461,
460t-61t
relationship to delegation, 473f
roots of, 446–447
scoring key for, 485–486
and self-determination, 448, 451
and self-efficacy, 447–448, 451
skill analysis for, 474–475
skill application for, 483–484
skill assessment for, 440–442
skill practice for, 476–482
and trust, 450–451
Encounter stressors, 118, 128–130
Energy, positive and negative, 545
Entitlement vs. accountability, 330–331
EQ-I measure, 63
Equity, and rewards, 348
Escaped prisoner, exercise on, 49–50,
99–100
Ethics, and values, 72
Exercise, to combat stress, 136–137
Exhaustion, as stress mechanism, 114
Expertise, as power source, 288–289
external locus of control, 79
Extraversion, 75–76
F
False bipolar questions, for interviews,
622, 623t, 627
Feedback
exercises for, 535–536
in learning plan, 93–94
and positivity, 551t
of reflected best-self, 549–550
in teams, 516–517, 516t
at work, 131–132, 348–351
Fight or flight, as stress mechanism, 116
Figure from ground, separating, 192
Find Somebody Else exercise, 266–267
Five-figure problem, 197
Fixation, as stress mechanism, 114
Flexibility
in communication, 252–253
in conflict management, 387–389
as power source, 295
in problem solving, 195, 199
Fluency, and problem solving, 199
Forcing, in conflict management, 383,
384t, 389, 388f
Forgiveness, and leadership, 546–547
Format, for presentations, 605
Forming stage, of team development,
498–499, 498t
Frameworks, and leadership, 539–540
G
Gender, and conflict management, 387
Goals. See also Motivation; Performance
characteristics of, 334
Everest, 510–511
motivating potential of, 333
removing obstacles to, 334–336
setting, to reduce stress,
132–133, 133f
SMART, for empowerment, 453
SMART, and teamwork, 509–511
Google, 568–570
Gratitude, and leadership, 547–548
Groupthink, 205, 500–501, 502, 504
H
Hardiness, and stress, 139
Heliotropic effect, on change, 542, 565
Hierarchal needs model, 345
Hierarchy skills, 16f, 17
Human resource departments, and
power, 297
I
Idea champion, 207
Illness, injury, 120, 130–131, 135
Illumination, and creativity, 195
Imagery and fantasy, to reduce
stress, 145
Imagination, and creativity, 179–180,
180f, 182, 182f
Imperviousness, in communication, 252
Implementation, in problem solving,
177–178
Improvement, and creativity, 180–181,
180f, 182, 182f
Incubation, and creativity, 180f, 181,
182, 182f, 195
Indifference, in communication, 252
Individualism, 67
Influence
behavioral guidelines for, 308–309
model of, 307f
neutralizing attempts at, 304–307
and power, 298, 308
scoring key for, 319–320
skill analysis for, 310
skill application for, 317–318
skill assessment for, 280–282
skill practice for, 311–316
strategies for, 298–304, 298t,
299t, 301t
and upward issue selling, 303–304,
304t, 308
using wisely, 283
Initiator, in conflict management,
392–395, 403
Innovativeness, and empowerment, 445t
Intelligence quotient (IQ), 65, 129–130
Interviews
behavioral guidelines for, 632–633
and behavioral information, 630
conducting. See also
Communication, supportive
probes for, 626–627, 628t
recording, 628–629
sections of, 626
supportive climate for, 625–626
defined, 620
employee-orientation, 634–637
employment-selection, 629–630,
631t, 643–650
information-gathering, 629
performance-appraisal, 630–632,
632t, 637–642
planning
checklist for, 625t
failure to, 620–621
funnel sequences for, 623–624,
624t, 629
problems with, 624–625
purpose and agenda for, 621
setting for, 624
types of questions for,
621–623, 622t
skill practice for, 634–650
Introductions, for a presentation, 597t
Investment, and creativity, 180f, 181,
182, 182f, 183f
Issue selling, as influence, 303–304, 308
J
Janusian thinking, and problem solving,
198–199
K
Kaizen, 155
Knowing style, 74–75
Knowledge, half-life of, 77
Korean War, 143
L
Language, for positive change, 553, 554t
Language, single thinking, as conceptual
block, 187
Leadership, and management, 16, 17, 18f
Leadership, for positive change. See also
Vision statements
approaches to, abundance and
deficit, 541–542
behavioral guidelines for, 566–567
and benchmarking, 552, 554t
and change, escalating, 539
defined, 538
and deviance, negative and positive,
540–541, 540f
and frameworks, 539–540,
542–544, 544f, 566f
identifying strengths, 548–549
institutionalizing
creating momentum for, 562
creating teachers for, 562–563
language for, 553, 554t
and positivity, establishing,
544–550, 551t
and reflected best-self feedback,
549–550
scoring key for, 587–588
skill analysis for, 568–580
skill application for, 584–586
skill assessment for, 534–537
skill practice for, 581–583
and small wins, 560, 561t
and symbolism, 552, 554t
as temporary position, 538–539
and vision of abundance, 553–554,
557–562, 561t
Leading questions, for interviews,
622–623
Learning stair, 562, 563f, 567f
Learning style
defined, 74
dimensions of, 74–76
institutionalizing
human capital for, 563–564
metrics, measurements,
milestones for, 564–565
and self-awareness, 61–62, 63f
types of, 74–76
Legitimacy, as power source, 292–293
Life balance analysis, 156–158, 157f
Live for Life program, 136
Locus of control, 62, 78–79
Locus of Control Scale, 52–54, 79,
101–102
Logos, and vision, 557
Loyalty, and empowerment, 445t
M
Machiavellianism scale (MACH IV),
536–537
Magnetron, 185, 189, 190, 194
Malcolm Baldrige National Quality
Award, 144
Management
as cause of stress, 113–114
defined, 16, 17
and leadership, 16–17, 16f, 18f
Management by objectives, 132, 333
Management skills
applicable to daily life, 5
based on research, 5
characteristics of, 9, 11
curriculum for improving, 12, 15
defined, 8
developing, 4–5
diversity in, 21–22
essential, 8–9
exercises to assess, 24–43, 90–92
importance for managers, 6–7
improving, 12
and leadership, 538–539
learning model for developing,
13–14, 14t
personal assessment for, 42–43
for teams, teamwork, 517–518,
518f
types and models of, 18–19, 19f
Managers. See also Leadership, for
positive change; Presentations,
oral and written
attitudes toward subordinates, 462
effectiveness exercise for, 28–29
essential skills of, 9, 9t, 11t, 11–12
710 SUBJECT INDEX
importance of management skills for,
6–7
insecurities of, 462
need for control of, 462–463
as reinforcers, 338
teamwork skills for, 517–518
Manifest needs model, 345–346
Mann Gulch disaster, 210–212
Market skills, 16f, 17
Matchstick problem, 188f, 228
Meaning, and empowerment, 449–450,
451
Mediator, in conflict management,
392–395
Meetings, conducting
rules for group members in, 657–659
rules for managers in
participants, 653, 658
participation, 655–657
perspective, 657, 659
planning, 654–655, 658
process, 658–659
purpose, 652–653, 658
skill practice for, 660–671
Mentoring, 143–144, 297–298, 454
Messages, one-sided, two-sided, 594,
594t
Microwave ovens, 187, 189, 190
Minnesota Multiphasic Personality
Inventory, 62
Mixed-mode interview, 632
Morale, and empowerment, 445t
Morphological synthesis, and problem
solving, 201–202, 202t
Motivation. See also Goals; Performance
behavioral guidelines for, 352–353
elements of program for, 331–334,
333t
fostering environment of, 330–331
and human needs, 345–346
increasing, 326
model for enhancing, 351f
and performance, 327–328
and rewards, 345, 346–351, 347t
scoring key for, 370–371
skill analysis for, 354–360
skill application for, 367–369
skill assessment for, 324–325
skill practice for, 361–366
and work design, 342–344
Moving Up in the Rankings, exercise on,
216–217
Multifactor Emotional Intelligence
Scale, 63
Muscle relaxation, to reduce stress,
144–145
Myers-Briggs Type Indicator, 62
N
Name that ship problem, 191f, 229
Nanobombs, 3
Neuroticism, 80
Newspaper, the, exercise on, 51,
100–101
Nine-dot problem, 191f, 229
Noninquisitiveness, as conceptual block,
192–193
Norming stage, of team development,
598t, 499–501
O
Open questions, for interviews,
621–623
Openness, 80
Operant conditioning, 338
Orchestrator, 207, 209
Organization, for a presentation,
595–596
Orientation, toward change, 62
P
Particularism, 66t, 67, 203
Penicillin, 190
Performance. See also Goals; Motivation
ability deterioration and, 328
ability-enhancing tools for, 328–330
and behavior
discipline for, 339–341
managers as reinforcers of, 338
rewards for, 338–341
shaping and improving, 341–342
behavioral guidelines for, 352–353
diagnosing problems, 326–328
and extrinsic outcomes, 342
increasing, 326
scoring key for, 370–371
and shift work, 327
skill practice for, 361–366
Performing stage, in team development,
498
Persian Gulf War
Pagonis’s team in, 497, 499,
502–503, 505–506
work teams in, 129–129
Personal Assessment of Management
Skills (PAMS), 24–28
Personal consequence, 449, 451
Personal management interview (PMI),
260–263
Personality, and self-awareness, 79–80
Perspective, and empowerment, 445t
Peter Principle, The, 328
Ping-Pong puzzle, 200–201
Placebo effect, on change, 542
Planning, in learning plan, 94
Planning style, 75
Politicization, and empowerment, 445t
Post-it Notes
breaking stereotypes to invent, 189,
192
Fry’s involvement with, 188, 190
importance of teamwork to invent,
206–207
invention of, 185
Power
abuse of, 285–286, 308
balanced view of, 283
behavioral guidelines for, 308–309
building base for, 283
defined, 286
in human resource department, 297
and influence, 298, 308
international caveats for, 287–288
lack of, 283–285
model of, 307f
necessity of, 286–288
personal
negative view of, 284
sources of, 288–293, 307–308
as stepping stone, 286
position-power, sources of, 293–298
and relationship with boss, 291t
scoring key for, 319–320
skill analysis for, 310
skill application for, 317–318
skill assessment for, 280–282
skill practice for, 311–316
Preparation, and creativity, 195
Presentations, oral and written
behavioral guidelines for, 607–608
necessity for, 592
responding to questions on, 605–608
skill practice for, 609–618
strategies for, 593–595
structure for, 595–597
style for oral, 600–602
style for written, 603–605
supporting points for, 597–599
visual aids for, 598–599, 601
Prioritizing, 132
Probing response, 259–260
Problem-oriented communication,
250–251
Problem solving. See also Conceptual
blocks
analytical
constraints on, 179t
exercise to assess, 215
limitations of, 178
model of, 174t
and single thinking language, 187
steps in, 174–178
success of, 207
applying techniques for, 203
behavioral guidelines for, 208–209
in conflict management, 390–404
creative
approaches to, 179–183
exercises to assess, 216–217,
220–221
fostering in others, 203–209,
205t
impediments to, 178–179, 179t
management principles for,
204–209
model of, 204f
as prerequisite for success, 208
stages of creative thought,
194–195
training for, 184–185
and creativity, innovation, 178
generating alternatives for, 199–202,
199t
international caveats for, 202–203
problem definition, improving,
195–199, 208
scoring key for, 224–230
skill analysis for, 210–218
skill application for, 222–223
skill assessment for, 168–173
skill practice for, 214–221
Problem-solving interview, 632
Pronunciation, inconsistent, 241t
Pygmalion effect, on change, 542
Q
Quality circles, exercises for, 610–618
R
Reality therapy, 255
Reason, as influence strategy, 298t, 298,
299t, 300, 301t, 303–304,
306–307
Reassigning, for ability enhancement,
329
Reciprocity, as influence strategy, 299t,
300, 301t, 302–303, 306
Recreation, and empowerment,
455–456
Recreation, and vision, 557–559, 558t,
561t
Redirect, to shape behavior, 341–342
Refitting, for ability enhancement, 329
Reflecting response, 260
Reflective probe, for interviews, 627,
628t
Reframing, to reduce stress, 145
Regression, as stress mechanism, 114
Rehearsal, to reduce stress, 145
Reinforce, to shape behavior, 341–342,
341t
Rejected Plans, 267–268
Relational algorithm, and problem
solving, 202
Relationship-building roles, on teams,
514–515, 515t
Relationship skills, developing, 4
Relaxation, deep, 142–143
Release, of employee, 329–330
Relevance, as power source, 297–298
Repetition probe, for interviews, 627,
628t
Repression, as stress mechanism, 114
Reprimand, to shape behavior,
341, 341t
Research, 5, 6
Resiliency, to deal with stress, 134–144,
136t, 140t
Resistance stage, of stress, 114–115
Resources, and performance, 327
Responder, in conflict management,
392–401, 403
Resupply, for ability enhancement, 329
Retraining, for ability enhancement, 329
Retribution, as influence strategy,
298–300, 302, 305–306,
298t, 299t, 301t
Rewards, for performance, 337–338,
346–351, 347t
Rigidity, in communication, 251–252
Rule breaker, 207
S
Sandwiching, a presentation, 595
SCAMPER, used in problem solving,
197
Scapegoating, and empowerment, 445t
Scoring keys
for communication, supportive,
276–278
for conflict management, 434–437
for empowerment, delegation,
485–487
for leadership, positive change,
587–589
for motivation, 370
for performance, 371–372
for power and influence, 319–321
for problem solving, 224–230
for stress, stress management,
164–166
for teams, teamwork, 531
Self-awareness
activities for developing, 95–96
assessment for, 97
behavioral guidelines for, 82
change, attitudes toward, 76–79
core aspects of, 63f
and core self-evaluation, 62, 79–82,
83f
defined, 57
dimensions of, 57
and diversity, 60
effectiveness of training for, 81
enigma of, 58
and learning style, 74–76
and the sensitive line, 58–60
skill analysis for, 84–88
skill application for, 95–96
skill assessment for, 46–47
skill practice for, 89–94
and values, 65–74
Self-determination, 448, 451
Self-disclosure, 59–60
Self-efficacy, 447–448, 451
Self-knowledge, 60–61
Self-portrait, best, 581–582
Sensitive line, the, 58–60
Shakespeare riddle, 189, 190f, 228
Shift work, 327
Silence, in interviews, 627, 628t
Situational stressors, 118–120, 130–132
SUBJECT INDEX 711
Skill analysis
for communication, supportive,
266–268
for conflict management, 405–409
for empowerment, delegation,
474–475
for leadership, positive change,
568–580
for motivation, 354–360
for problem solving, 210–213
purpose of, 19
for self-awareness, 84–88
for stress management, 147–154
Skill application
for communication, supportive,
274–276
for conflict management, 431–433
for empowerment, delegation,
483–484
importance of, 21
for leadership, positive change,
584–586
for motivation, 367–369
for power and influence, 317–318
for problem solving, 222–223
purpose of, 20–21
for self-awareness, 95–96
for stress management, 161–163
for teams, teamwork, 529–530
Skill assessment
for communication, supportive,
234–237
for conflict management, 374–375
for empowerment, delegation,
440–442
for leadership, positive change,
534–537
for managing stress, 106–111
for motivation, 324–325
for power and influence, 280–282,
310
for problem solving, 168–173
purpose of, 19
for self-awareness, 46–56
for teams, teamwork, 490–492,
519–522
for time management, 107–108
Skill learning, purpose of, 20
Skill practice
for communication, supportive,
269–273
for conflict management, 410–430
for empowerment, delegation,
476–482
for influence, 312–316
for interviews, 634–650
for leadership, positive change,
581–583
for meetings, conducting,
660–671
for motivation, 361–366
for performance, 361–366
for power, 311–313
for presentations, 609–618
for problem solving, 215–221
purpose of, 20
for self-awareness, 89–94
for stress management, 155–160
for teams, teamwork, 523–528
Skill variety, at work, 131
Small wins
and commitment to change, 560,
561t
and empowerment, 453
exercise to assess, 155–156
and problem solving, 177
strategy of, 133–134
for Type A personalities, 142–143
Social Readjustment Rating Scale (SRRS),
109–111, 119, 166
Soldiers, 128–129, 143
“Sources of Power of Lower
Participants,” 291
Sponsor, of creativity, 207, 208
Stanford-Binet Intelligence Test, 62
Stereotyping, as conceptual block, 189
Storming stage, of team development,
498, 498t, 501–503
Strategies, for presentations,
593–595
Stress, stress management. See also
Time management
anticipatory stressors
defined, 120
and goal setting, 132–133
and prioritizing, 132
and small wins, 133–134
behavioral guidelines for, 146
and burnout, 118, 119t
coping strategies for, 115–117
eliminating stressors, 120–121, 121t
encounter stressors
and collaboration, 128–129
defined, 118
and social and emotional
intelligence, 129–130
and illness, injury, 120, 130, 135,
141
improving, 112–113
and incompetent managers, 113
model of, 115f
physiological effects of, 116–117, 116f
positive and negative elements of,
113–114
reactions to stress, 114–115
resiliency for, 134–144
scoring key for, 164–166
situational stressors
defined, 118–120
and work redesign, 130–132
skill analysis for, 147–154
skill application for, 161–163
skill assessment for, 106–111
skill practice for, 155–160
sources of, 111, 117–120, 117t
temporary techniques for reduction
of, 144–145
Strong-Campbell Vocational
Inventory, 62
Structure, for presentations, 595–597
Subdivision, and problem solving,
200–201
Success, organizational, 6
Superiority-oriented communication, 251
Symbolism, and leadership, 552, 554t
Synectics, and problem solving, 196
T
Task facilitating roles, on teams,
513–514, 513t
Task identity, significance, 131,
343–344, 458
Teams, teamwork
advantages of, 494–497, 496t
advertisement for, 494f
behavioral guidelines for, 518
developing, 493
forming stage, 498–499, 498t
norming stage, 499–501, 498t
performing stage, 503–506, 498t,
504t
storming stage, 501–503, 498t
and empowerment, 445t
examples of, 493
feedback in, 516–517, 516t
goals for, 509–511
group pressure in, 513
impact of, 496t
international caveats for, 511–512,
517
leading, 506–512
management skills for, 518f,
542–544, 543–544f
membership in, 512–518
in Persian Gulf War, 497, 505–506
roles in
blocking, 515–516
relationship-building, 513,
514–515, 515t
team-building, 512–513
scoring key for, 531
shortcomings of, 496–497
skill analysis for, 519–522
skill application for, 529–530
skill assessment for, 490–492
skill practice for, 523–528
stretch targets for, 511
Tell-and-listen interview, 632
Tell-and-sell interview, 631–632
Theory X, Y assumptions, 250, 330,
451, 462
Thinking, bias against, as conceptual
block, 193–194
Threat-rigidity response, 59, 444, 445t
Through the Looking Glass, exercise on,
89–90
Time management. See also Stress,
stress management
effective
and personal principles statement,
123–124, 123t
and urgent/important matrix,
121–122
efficient
determining patterns, 124–125,
124t
rules for all, 125–127
rules for managers, 127–128
Time Management Survey,
125
eliminating stressors with, 121–128
exercise to assess, 159–160
improving, 112–113
scoring key for, 164–165
skill assessment for, 107–108
Time stressors, 117–118, 117t
Tolerance of ambiguity, 62, 77–78
Tolerance of Ambiguity Scale, 54–55,
78, 102
Tone, in presentations, 604–605
Toyota’s mission and guiding principle,
571
Training, and performance, 327
Trompenaars model, 22, 66–67, 66t
Trust, and empowerment, 445t,
450–451
Turn of the Tide, exercise for, 147–150
Two-way communication, 253
Type A personality, and stress, 139–141
Type A Personality Inventory, 108–109,
165
U
Universalism, 66t, 67
V
Validating communication, 251–253
Values
core organizational, 292
cultural, 66–67
dimensions of, 67–68
and ethical decision making, 72–74
ethical standards test, 72
as foundation, 65
instrumental, 68, 69
personal, 68–69
terminal, 68–69
Values maturity, levels and stages of, 69,
70–72
Verification, and creativity, 195
Vertical, lateral thinking, as conceptual
block, 186–187
Vietnam War, 143
Visibility, as power source, 295–297
Vision statements
commitment to, 557–562
defined, 554
examples of, 555
interest for, 555–556
passion and principles for, 556
symbols for, 556–557
Visual aids, 598–599, 601
W
Weight, and stress, 136–137, 138
Withdrawal, as stress mechanism, 114
Work design, 342–344
Work redesign, steps for, 131–132
Work teams, units
attributes needed for, 205
benefits of, 131
and social resiliency, 143–144
and task identity, 343–344
in wartime, 128–129
World War II, 143, 185, 296,
546, 560
X
XYZ approach, to conflict management,
393–394, 394t, 396–397
Z
Zen Buddhism, 141
712 SUBJECT INDEX
A
AAL, 495
Abbott, R., 347
Ability, and performance, 327
Abundance, vision of, 553–554
Accommodating, in conflict manage-
ment, 383–384, 385t, 389
Accountability vs. entitlement, 330–331
ACTH, in stress reactions, 116
Acton, Lord, 285
Adams, J., 183, 189, 195
Adhocracy skills, 16–17
Adler, C., 115, 120, 131, 136, 137,
138, 381, 446
Adler, P., 288
Adler, R., 393, 397
Advising response, 257–258
Aggression, as stress mechanism, 114
Agras, W., 448
Agreeableness, 80
A. H. Robins, 72–73
Alarm stage, of stress, 114
Albert, R., 184, 195
Alderfer, Clay, 345,345t
Alice in Wonderland, 332–333
Alinsky, S., 446
Allan, H., 61
Allen, R., 298
Allinson, C., 61, 290
Alloy, L., 462
Alternatives, in analytical problem-
solving, 174–178
Amabile, T., 194, 204
Amana Refrigeration Co., 187
Amazon, 212, 213
American Management Association, 73
Ameritech, 330–331
Amway, 455
Analogies, in problem solving, 196
Analysis, and problem solving, 174–178,
175t, 211
Ancona, D., 496
Anderson, C., 78, 139, 289, 448
Anderson, P., 204
Anticipatory stressors, 117t, 120,
132–134
Apex Communications Corporation,
592, 609
Apple Computer Inc., 212–213, 284,
382, 556
Aptitude, 327
Argenti, J., 376
Argyris, C., 246
Ariel, S., 295
Arkinson, J., 345
Armstrong, N., 3
Armstrong, S., 76, 77, 290
Arnold, C., 256
Asch, S., 513
Ashford, S., 177, 303
Ashforth, B., 450
Aspirations, in learning plan, 92
Assertiveness, and influence, 304–305
Atkinson, J., 334
AT&T, 82, 135, 184, 292, 495
Attraction, as power source, 289–290
Attribution bias, 326
Atwater, L., 61
Auerbach, S. M., 113, 114
Authority, for decision making, 131
Autonomy, at work, 131
Averill, J., 462
Avoiding, in conflict management, 384,
385t, 389–390
Aygen, M., 143
B
Bacharach, S., 283
Bagnall, J., 201
Bailey, D., 495, 496, 505, 514
Baker, W., 238, 455, 545, 560
Balance, in life, 134–135
Balzer, W. K., 118
Bandura, A., 13, 139, 341, 447, 448,
451, 452, 453, 454, 455
Bannister, Roger, 454
Barber, B., 450
Baril, G., 387
Barker, L., 239, 260
Barling, J., 113, 136
Barnlund, D., 251
Bar-On, R., 63
Basadur, M., 194
Baumeister, R., 544
Baum, L., 296
Bay of Pigs, 500
Bazerman, M., 386
Beal, R. L., 22
Beary, J., 143
Beatrice Company, 296
Beebe, S. A., 239
Beebe, S. J., 239
Beer, M., 631, 632
Bell, Alexander Graham, 187
Bell, C., 143
Ben-Amos, P., 202
Benchmarking, 552, 554t
Bennis, Warren, 3, 283, 334, 447, 449,
451, 553
Benson, H., 143
Bergmoser, Paul, 574
Bernard, C., 467, 468
Bethune, Gordon, 91–92
Bies, R., 305
Bigley, G., 327
Bigoness, W., 69
Billingsley, Taylor, 592, 609
Bilsky, W., 69
Biondi, Frank, 284
Birch, D., 346
Black, B., 448
Black, J. S., 177
Blair, J., 386
Blake, J., 202, 381
Blakely, G., 69
Blanks, Maurice, 91
Blasko, V., 199
Blink, 174
Blocking roles, on teams, 515–516
Block, P., 446, 449, 451, 456, 461, 462
Blodget, H., 329
Blu Dot, 91
Blum, A., 386, 387
Boehle, S., 329
Bogomolny, Richard, 553–554
Bohr, Niels, 196
Bollier, D., 554
Bolman, L., 288
Bono, J. E., 79, 80, 81, 139
Bookman, A., 446
Bosses, abusive, 305t
Boss, W., 261, 263
Bostrom, R., 256, 257
Boulding, E., 377
Bourgeios, J., 376
Bowman, G., 239
Boyatzis, R. E., 12, 13, 14, 58, 61, 63,
65, 75, 76
Bradford, D., 300
Brainstorming, and problem solving,
199–200
Bramucci, R., 450
Bramwell, S. T., 120
Breathing, deep, to reduce stress, 145
Breen, B., 303
Brehm, J., 446
Brett, J., 398
Brewer, Alan, 294
Brief, A., 450
Bright, D., 566
Brockner, J., 120
Broekhuijsen, J., 174
Brouwer, P. J., 58
Brownell, J., 239, 240, 246,
251, 260
Brown, L., 376
Brown, S., 386
Buda, R., 69
Buell, B., 283
Bunderson, J., 288
Bunker, K., 285
Burlingham, B., 385
Burnham, D., 285, 346
Burt, R., 288
Byham, W., 462, 495
Byosiere, P., 115, 117
Byre, J., 296
Byrne, Patrick, M., 91
Byron vs. Thomas, 271–272, 277–278
C
Cable, D., 68, 69
Caldwell, D., 496
Cameron, K. S., 11, 14, 15, 16, 17, 59,
60, 68, 118, 120, 131, 139,
179, 238, 240, 382, 444, 452,
454, 456, 459, 461, 498, 538,
540, 541, 542, 544, 545, 546,
552, 557, 566, 574
Campion, M., 502
Canfield, F., 290
Cantor, N., 129
Caplan, R.D., 117, 118, 131
Cardiovascular conditioning, 136t,
136–137, 137t
Carlzon, J., 561, 562, 564
Carrell, L., 249, 240
Caruso, D. R., 63
Case of the Missing Time, the, 150–154
Cash, W., 626
Caudron, S., 382
Cavanaugh, G. F., 69
Caza, A., 542, 546, 566
Center for Leadership and Change
Management, 303
Centrality, as power source, 293–295
Centralization, and empowerment, 445t
CH2MHill, 555
Chambers, John, 546
Change. See also Leadership, for
positive change
attitudes toward, 76–79
effect on stress, 118–119
and locus of control, 78–79
managing, 4
predictions of, 3
and tolerance of ambiguity, 77–78
white water pace of, 77
Characteristics, in learning plan, 92–93
Cheshire Cat, 332–333
Cheston, R., 387
Childre, D., 547
Chiu, L., 287
Choi, I., 287, 288, 326
Chrysler Corporation, 453, 552, 557,
562, 574–580, 588–589
Churchill, Winston, 296
Chu, Y-K., 202
Cialdini, R., 186, 188, 298, 305, 507,
508, 560
Cisco Systems, 546
Clan skills, 16–17
Clare, D. A., 69
Clarification probe, for interviews,
626, 628t
Clarke, J., 511
COMBINED INDEX
713
Page numbers followed by an f or t represent figures and tables respectively.
Clark, R., 345
Clifton, D., 548, 549
Closed questions, for interviews,
621–622
CNN, 553
Coaching, on communication, 244–246
Coats, G., 290
Coch, L., 468
Cockcroft, John, D., 189
Coddington, R. D., 120
Cognitive style, 61, 74–76, 75t
creating style, 75–76
indicator, 52
knowing style, 74–75
planning style, 75
Cohen, A., 300
Cohen, M., 652, 653
Cohen, P. A., 12
Cohen, S., 495, 496, 505, 514
Collaboration, in conflict management,
385–386, 390, 391–402
Collaboration, in stress management,
128–130
Collectivism, 66t, 67
Collins, E., 593
Collins, M. A., 194
Commitment, as conceptual block,
188–190
Commonalities, ignoring, as conceptual
block, 189–190
Communication, and empowerment,
444, 445
Communication, supportive. See also
Interviews, conducting
accuracy and, 240–242
attributes of, 242–244, 243t
barriers to, 264
behavioral guidelines for, 265
coaching and counseling for,
244–246
and congruence, 247–248
conjunctive, 254–255
consequences of ineffective, 242
descriptive, 248–250
effective, importance of, 239–240
and electronic communication, 239
international caveats for, 263–264
and interpersonal relationships,
238–239
listening and responding, 256–260,
272–273
obstacles to, 246, 246t
owned, 255–256
personal management interview
(PMI), 260–263
problem oriented, 250–251
pronunciations, inconsistent, 241t
scoring key for, 276–278
skill analysis for, 266–268
skill application for, 274–275
skill assessment for, 234–237
skill practice for, 269–273
specific, 253–254
studies of, 239–240
validating, 251–253
Communist prison camp, exercise on,
84–85
Compassion, and leadership, 545–546
Competing Values Framework,
16–17, 179
Compromising, in conflict management,
384, 385t, 389, 389t
Computerized exam, exercise on,
85–86
Conceptual blocks
commitment as, 188–190
complacency as, 192–194
compression as, 190–192
constancy as, 186–188
defined, 183
exercises to assess, 215–221
and mental filtering, 183–184
as mental obstacles, 208
overcoming, 194–199, 208
review of, 194
Conclusions, for a presentation, 597t
Conflict management
ambivalent view of, 376–378
approaches to, 383–386, 389–391
behavioral guidelines for, 402–404
collaborative problem solving and,
390–404
conflict focus, 380
and cultural diversity, 381–382,
386–387
and environmentally induced stress,
382–383
flexibility in, 387–389
and gender, 387
and informational deficiencies,
381–382
interpersonal, 376
issue-focused, 379–380
model for, 401–402
and negotiation strategies, 385t
people-focused, 378–379
and personal differences, 380–381
personal preferences for,
386–387, 402
and role incompatibility, 382
rules of engagement for, 378
scoring key for, 435–437
situational considerations for,
389–390, 389t
skill analysis for, 405–409
skill application for, 431–433
skill assessment for, 374–375
skill practice for, 410–430
XYZ approach to, 393–394,
396–397, 394t
Conger, J., 289, 443, 447, 448,
449, 451
Congruence, and communication,
247–248
Connell, J., 448
Conner, J., 297
Conscientiousness, 80
Constancy, as conceptual block,
186–188
Constraints, artificial, as conceptual
block, 190–191
Continental Airlines, 91–92
Cook, A., 345
Coolidge, Calvin, 177
Coonradt, Chuck, 455, 465, 557–559
Cooper, C., 78, 114, 127
Cooper, M., 143
Cordes, C. L., 118, 120, 143
Core self-evaluation, 61–62, 79–81
Core Self-Evaluation Scale, 55–56, 103
Core Self-Evaluation Survey, 81
Corning, 495
Council of Communication
Management, 239
Counseling, on communication,
244–246
Courtney, Henry, 207
Covey, S., 59, 121, 129
Cowan, A., 283
Cowley, J., 139
Cox, T. H., 22, 60, 381, 502
Coyle, C., 546
Creating style, 75–76
Creativity, and problem solving,
174–209
Credibility, and teamwork, 507–509
Creon, King, 285
Crocker, J., 239, 256
Cross, R., 455, 545
Crovitz, H., 201
Csikszentmihalyi, M., 184, 195, 541
Cuban Missile Crisis, 500
Culture. See also Diversity
affectivity in, 118
and communication, 241
and conflict management, 390
egalitarian, 118
hierarchical, 118
personal, learning plan for, 92–94
and power, 284
as predictive factor in stress, 118
sensitivity for, 22
and teamwork, 512
values of different, 61–63
Cuming, P., 300
Cummings, L., 387, 449
Cupach, W., 246, 251
Curtis, J., 10, 143
Customer relationships,
establishing, 131
Customer Undeniably Deserves
Attention (CUDA), 220
D
Dalkon Shield, 72
Daly, J., 303
Dana Corporation, 206, 495
Davidson, J., 121, 127, 128
Davidson, O., 334
Davis, Murray, 555
Davis, T. W., 13, 79, 143, 159
Dawidowicz, Bogdan, 283
Deal, T., 288, 292
De Bono, Edward, 184, 186
DeButts, John, 292
DeCharms, R., 446
Deci, E., 448, 450
Decision dilemmas, exercise on, 86–88
De Dreu, C., 378, 386
Deepak, M., 143, 145
Defensiveness, and communication, 246
Defensiveness, and self-awareness, 59
Defining Issues Test, 48–51, 99–101
Definitions, reversing, 197–199
Deflecting response, 258
DeGeorge, R., 285
DeGraff, J., 11, 178, 179, 204, 444
Delegation. See also Empowerment
advantages of, 463–464, 463t
behavioral guidelines for, 472–473
principles for, 471f
process for, 465–470, 466f
relationship to empowerment, 473f
scoring key for, 485
skill analysis for, 474–475
skill application for, 483–484
skill assessment for, 440–442
skill practice for, 476–480
timing for, 464–465, 466f
Deleo, J., 143
Dellbeck, M., 143
Dell Computer, 90, 212
Dell, Michael, 90, 558
Derr, C., 376
Desert Storm. See Persian Gulf War
Detert, R., 143
Deutsch, M., 450
Devanna, M., 593, 652
Deviance, negative and positive,
540–541, 546f
Dewey, J., 498
Dew, J., 516
Dickson, M., 495, 496, 505, 512
DiClemente, C., 448
Dietary control, to combat stress,
137–138
Dilenschneider, R., 284
Dillard, J., 285
Dirks, K., 293
Disconfirmation, and communication,
246, 246t
Disney Corporation, 553
Disney, Walt, 180, 181
Disraeli, Benjamin, 252
Distance learning, 329
Diversity
differences vs. distinctions, 60–61
growth of, in workplace, 82
and individual differences, 21–22
and self-awareness, 61–62, 63f
and Trompenaars model, 22
Divine, D., 514
Dobbs, K., 329
Doctor’s dilemma, exercise on, 50, 100
Doherty, M. E., 118
Dollinger, S. J., 69
Dominant response pattern, 21
Double-barreled questions, for inter-
views, 622, 623t
Downs, C., 620, 632
Drucker, P., 444
Drucker, Peter, 3, 76
Druskat, V., 507, 514
DuBrin, A., 611, 620
Duncan, R., 303
Dunlap, Al, 285
Dunn, Keith, 217–221
Durham, C., 334
Durkheim, E., 452
Dutt, James, L., 296
Dutton, J., 21, 59, 113, 141, 177, 238,
303, 444, 461, 546, 549
Dyer, W., 144, 247, 300, 336
E
EBay, 213
Eden, D., 334
Edison, Thomas, 3
Edmonson, A., 507
Effort, as power source, 290–292
Egalitarian communication, 252
Eichinger, R., 381
Einstein, Albert, 199
Eisenhardt, K., 376, 378, 381
Eisner, Michael, 556
Elaboration probe, for interviews,
626, 628t
Elaboration, used in problem solving, 197
ELITE team, 519–521
Elsayed-Elkhouly, S. M., 69
E-mail, tone for, 605
Embedded pattern puzzle, 192f, 230
Emerson, R., 305
Emmons, R., 547
Emotional bank account, 129
Emotional competence, 62–64
Emotional Competence Inventory, 63
Emotional Intelligence, 63
Emotional intelligence (EQ)
assessment for, 97–99
capabilities of those with, 63–64
compared to IQ, 64–65
and cultural diversity, 22
defined, 62
vs. emotional competence, 65
EQ-I measure, 63
as factor in success, 61, 62
falling scores of, 12
improving, 23
refining concept of, 61–63
skill assessment for, 47–48
and stress management, 128–130
714 COMBINED INDEX
Emotional Intelligence Assessment, 65
Empowerment. See also Delegation
behavioral guidelines for, 472–473
defined, 443
developing, 451–461
by connecting to outcomes,
457–458, 461t
by creating confidence,
458–459, 461t
with emotional arousal,
455–456, 460t
by fostering personal mastery, 453
by modeling, 454, 460t
by providing information,
456–457, 460t–461t
by providing resources, 457, 461t
by providing support, 454–455,
460t
SMART goals for, 453, 460t
inhibitors to, 461–463
international caveats for, 471–474
managers’ dilemma with, 443–444
and meaning, 449–450, 451
negative attributes affecting,
444–445, 445t
and personal consequence, 449, 451
vs. power, 445–446, 446t
practical suggestions for, 459–461,
460t-61t
relationship to delegation, 473f
roots of, 446–447
scoring key for, 485–486
and self-determination, 448, 451
and self-efficacy, 447–448, 451
skill analysis for, 474–475
skill application for, 483–484
skill assessment for, 440–442
skill practice for, 476–482
and trust, 450–451
with emotional arousal, 455–456, 460t
Encounter stressors, 118, 128–130
Energy, positive and negative, 545
Enright, R., 546
Enrique, J., 539
Enron, 72, 213
Entitlement vs. accountability, 330–331
EQ-I measure, 63
Equity, and rewards, 348
Equity Funding, 72
Eroglu, S., 130
Escaped prisoner, exercise on, 49–50,
99–100
Eshelman, E., 143, 158
Ethics, and values, 72
Exercise, to combat stress, 136–137
Exhaustion, as stress mechanism, 114
Expertise, as power source, 288–289
external locus of control, 79
Extraversion, 75–76
F
False bipolar questions, for interviews,
622, 623t, 627
Farnham, A., 128, 129, 131
Farson, R., 256–257
Federal Express, 495
Feedback
exercises for, 535–536
in learning plan, 93–94
and positivity, 551t
of reflected best-self, 549–550
in teams, 516–517, 516t
at work, 131–132, 348–351
Feldman, D., 187, 201, 452
Ferrin, D., 293
Festinger, L., 186
Fight or flight, as stress mechanism, 116
Figure from ground, separating, 192
Finast Supermarkets, 553–554
Find Somebody Else exercise, 266–267
Finke, R., 184, 195, 200, 201
Firestone, 72
First Boston, 383
First Chicago, 123
Fisher, C., 117, 118, 293, 332
Fisher, Irving, 3
Fisher, R., 386
Fisher, S. G., 68, 69
Five-figure problem, 197
Fixation, as stress mechanism, 114
Fleishman, J., 327
Fleming, Sir Alexander, 190
Flexibility
in communication, 252–253
in conflict management, 387–389
as power source, 295
in problem solving, 195, 199
Fluency, and problem solving, 199
Foerstner, George, 187–188, 192
Forcing, in conflict management, 383,
384t, 389, 388f
Ford, Henry, 136, 213, 510
Ford Motor Co., 7, 72, 174, 458, 557
Ford, William Clay, 557
Forgiveness, and leadership, 546–547
Format, for presentations, 605
Forming stage, of team development,
498–499, 498t
Frameworks, and leadership,
539–540
Frankl, Victor, 446
Fredrickson, B., 238, 541
Freeman, S. J., 131, 454, 456
French, J. R. R., 74, 117, 118, 131,
445, 464
Freud, S., 58, 498
Friedman, M., 140, 141
Fromm, Erich, 58
Fry, Art, 188, 190, 192, 207
Furman, W., 289
G
Gabarro, Jack, 260, 291
Gable, S., 238
Gackenbach, J., 239
Gage, D., 379
Galunic, D. C., 444
Gambetta, D., 464
Gandhi, Mahatma, 123, 181, 446, 450,
511, 538
Ganzach, Y., 342
Gardner, H., 129, 326
Gardner, John, 283
Gates, Bill, 556, 562, 572–573, 588
Gecas, V., 443, 447, 448
Geddie, T., 256
Gehry, Frank, 216
Gelles-Cole, S., 593
Gelman, E., 283, 294, 296
Gemmill, G., 448
Gender, and conflict management, 387
Gendron, G., 385
Geneen, Harold, 292
General Electric, 73, 82, 174, 184, 292,
344, 562
General Electric Aircraft, 136
General Mills, 495
General Motors, 6–7, 132, 144, 283,
377, 555
Gerhart, B., 327, 337
Getzels, J., 184
Giamatti, A. Bartlett, 308
Gibb, J., 246, 450
Gibb, L., 450
Gilligan, C., 72
Gitelson, R., 117, 118
Gittell, J., 139, 238
Gladstein, D., 496
Gladwell, Malcolm, 174
Glasser, W., 255
Gloucer, Tom, 555
Glucksman, Lewis, 284
Glynn, P., 546
Goals. See also Motivation; Performance
characteristics of, 334
Everest, 510–511
motivating potential of, 333
removing obstacles to, 334–336
setting, to reduce stress, 132–133, 133f
SMART, for empowerment, 453
SMART, and teamwork, 509–511
Goddard, Roger, 448
Goldberg, H., 141
Goleman, D., 12, 59, 61, 62, 64, 65,
129, 130
Golembiewski, R., 450, 451
Golen, S., 240, 242
Goll, I., 174
Goodson, Gene, 206
Google, 568–570
Gordon, E., 393
Gordon, R., 246
Gordon, W. J. J., 196
Gottman, J., 549
Goyer, R., 620
Graham, M., 338
Gratitude, and leadership, 547–548
Greenberger, D. B., 131, 443, 449, 462
Greenberg, Eric, 15, 137, 143
Greene, C., 448
Gregersen, H., 177
Greiner, L., 498
Griest, J. H., 137
Groupthink, 205, 500–501, 502, 504
Grove, A., 289, 376
Gudykunst, W., 264
Gully, S., 514
Guzzo, R., 495, 495, 505, 512
H
Haase, R. F., 77
Haas, J., 256
Hackett, Jim, 556
Hackman, J. R., 131, 132, 342, 450,
451, 452, 457, 458, 467,
495, 496, 498, 502, 505,
506, 507, 611
Hall, D. T., 120
Hamilton, B., 495
Hammarskjold, Dag, 129
Hammer, T., 79, 448
Hampden-Turner, C., 22, 66, 118,
202, 512
Haney, W., 240
Hanson, G., 6, 244
Hardiness, and stress, 139
Hare, C. C., 119
Hargie, O., 239
Harnett, D., 387
Harris, J. R., 72, 73
Harris, S., 59, 82
Harter, J., 548, 549
Harter, S., 80, 330, 446
Harvey, J., 652
Harvey, William, 196
Hatfield, J., 256
Hausman, C., 199
Hayes, J., 61, 290
Hayes, N., 516
Hayes, T., 330
Heaphy, E., 238, 259, 548
Heider, F., 186
Heisler, W., 448
Heliotropic effect, on change, 542, 565
Hellreigel, C., 448
Helmick, R., 546
Hendricks, W., 78, 143
Hepburn, G., 113, 136
Heritage Appliance Company, 310
Hermann, N., 193
Hess, R., 448
Hewlett-Packard, 212, 294, 563
Hickson, D., 177, 178, 295
Hierarchal needs model, 345
Hierarchy skills, 16f, 17
Higgs, A., 502
Hillhouse, J. J., 115, 120, 136,
137, 138
Hinings, C., 295
Hitler, Adolf, 185, 253
Hobson, A., 511
Hobson, C. J., 119–120
Hocker, J., 381
Hoerr, J., 297
Hofstede, Geert, 382
Hogg, M., 289
Holmes, T. H., 119–120
Holt, J., 23
Honda, 181
Hosoda, M., 290
House, R., 335
Hout, T. M., 117
Hoy, A., 448
Hoy, W., 448
Hubbard, J., 112, 138
Huber, G., 465
Hudspith, S., 193
Human resource departments, and
power, 297
Huseman, R., 256
Hyman, R., 247
Hyten, C., 505, 516
I
Iacocca, Lee, 453, 552, 562, 574–580,
588–589
Ibuka, Masaru, 510–511
Idea champion, 207
Ideo, 180
Illness, injury, 120, 130–131, 135
Illumination, and creativity, 195
Imagery and fantasy, to reduce stress, 145
Imagination, and creativity, 179–180,
180f, 182, 182f
Imperviousness, in communication, 252
Implementation, in problem solving,
177–178
Improvement, and creativity, 180–181,
180f, 182, 182f
Incubation, and creativity, 180f, 181,
182, 182f, 195
Indifference, in communication, 252
Individualism, 67
Influence
behavioral guidelines for, 308–309
model of, 307f
neutralizing attempts at, 304–307
and power, 298, 308
scoring key for, 319–320
skill analysis for, 310
skill application for, 317–318
skill assessment for, 280–282
skill practice for, 311–316
strategies for, 298–304, 298t,
299t, 301t
and upward issue selling, 303–304,
304t, 308
using wisely, 283
Initiator, in conflict management,
392–395, 403
Innovativeness, and empowerment, 445t
In Search of Excellence, 349–350
COMBINED INDEX 715
Intel Corporation, 296, 376, 553
Intelligence quotient (IQ), 65,
129–130
Interaction Associates, 195
Intermountain Health Care, 326
Interviews
behavioral guidelines for, 632–633
and behavioral information, 630
conducting. See also
Communication, supportive
probes for, 626–627, 628t
recording, 628–629
sections of, 626
supportive climate for, 625–626
defined, 620
employee-orientation, 634–637
employment-selection, 629–630,
631t, 643–650
information-gathering, 629
performance-appraisal, 630–632,
632t, 637–642
planning
checklist for, 625t
failure to, 620–621
funnel sequences for, 623–624,
624t, 629
problems with, 624–625
purpose and agenda for, 621
setting for, 624
types of questions for,
621–623, 622t
skill practice for, 634–650
Introductions, for a presentation, 597t
Investment, and creativity, 180f, 181,
182, 182f, 183f
Issue selling, as influence,
303–304, 308
Ivancevich, J., 139
J
Jackson, Phil, 326
Jago, A., 464, 465
James, William, 252
Janis, I., 205, 500, 501, 652
Jansky, Karl, 187
Janson, R., 131, 458
Janusian thinking, and problem solving,
198–199
Jay, Anthony, 328
Jehn, K., 378, 380, 381, 386
Jesus, 196
Jobs, Steve, 180, 212, 284, 385, 511
Johnson Controls, 206
Johnson & Johnson, 136, 568, 571–572
Johnston, C. S., 69
Jones, Jean C., 296
Jones, Tom, 292
Jourard, S. M., 141
Judge, T. A., 61, 62, 68, 69,
79–81, 139
Juran, J., 174
K
Kahn, R., 115, 117, 450
Kahwajy, J., 376
Kaizen, 155
Kallmer, Kathleen, 296
Kanov, J., 546
Kanter, Rosabeth, 284–285, 286, 288,
293, 303, 311, 443, 451, 452,
454, 456
Kanungo, R., 289, 443, 447, 448, 449
Kaplan, R., 294, 297
Karambayya, R., 398
Karasek, R. A., 131
Katzenbach, J., 16, 144, 495, 504, 505,
507, 509, 519
Keashly, L., 387
Kekule, Fredrich, 190
Kelleher, Herb, 91, 291
Kelley, R. E., 59
Kelly, J., 378
Kennedy, A., 292
Kennedy, John, F., 4, 500, 555
Kentucky Fried Chicken, 187
Kern, Rex, 562–563
Kerr, S., 338
Kerr, William Rolfe, 123t
Kettering, Charles, 175
Ketteringham, J., 185, 188, 189, 190,
192, 193
Kihlstrom, J. F., 129
Kilmann, R., 387
Kim, M. U., 59, 60, 118, 382,
444, 542
Kim, S., 393
Kinicki, A. J., 120
Kipnis, D., 298, 302, 388, 390
Knapp, M., 247
Knight, D., 80, 334
Knowing style, 74–75
Knowledge, half-life of, 77
Knowling, Bob, 330–331
Kobasa, S., 120, 139
Koberg, D., 201
Koestler, A., 187, 190
Kohlberg, L., 69–72, 73
Kolb, D. A., 12, 14, 75, 76
Konrad, A., 294
Koole, S., 386
Koopman, P., 174
Kopelman, R., 344
Korabik, D., 387
Korda, M., 284
Korean War, 143
Kotter, John, 283, 288, 291, 331, 538
Kouzes, J., 68, 507
Kraimer, M., 294
Kramer, R., 256, 507
Kram, K., 61, 143, 285
Kressel, K., 398
Kroc, Ray, 180–181
Kuo, Y. Y., 202
Kwon, S., 288
L
Labich, K., 287
LaGaipa, J., 289
Lahiff, J., 256
Lakein, D., 121
Langer, E., 449, 462
Langlois, J., 290
Language, for positive change, 553, 554t
Language, single thinking, as conceptual
block, 187
Latack, J., 120
Latham, G., 14, 132, 333, 334,
380, 453
Lavine, M., 538, 541, 542, 566
Lawler, E., 144, 337, 338, 347,
494, 495
Lawrence, K., 178, 179, 204, 444
Lawrence, Paul, 297
Leadership, and management, 16, 17, 18f
Leadership, for positive change. See also
Vision statements
approaches to, abundance and
deficit, 541–542
behavioral guidelines for, 566–567
and benchmarking, 552, 554t
and change, escalating, 539
defined, 538
and deviance, negative and positive,
540–541, 540f
and frameworks, 539–540,
542–544, 544f, 566f
identifying strengths, 548–549
institutionalizing
creating momentum for, 562
creating teachers for, 562–563
language for, 553, 554t
and positivity, establishing,
544–550, 551t
and reflected best-self feedback,
549–550
scoring key for, 587–588
skill analysis for, 568–580
skill application for, 584–586
skill assessment for, 534–537
skill practice for, 581–583
and small wins, 560, 561t
and symbolism, 552, 554t
as temporary position,
538–539
and vision of abundance,
553–554, 557–562, 561t
Leading questions, for interviews,
622–623
Leana, C., 463
Learning stair, 562, 563f, 567f
Learning style
defined, 74
dimensions of, 74–76
institutionalizing
human capital for, 563–564
metrics, measurements, mile-
stones for, 564–565
and self-awareness, 61–62, 63f
types of, 74–76
Ledford, G., 144, 494, 495
Leger, D., 283
Legitimacy, as power source,
292–293
Lehman Brothers, 284
Lehrer, P. M., 115, 128, 135, 143
Leonard, D., 12
Leong, F. T. L., 69
Levinson, J. D., 120
Lewin, Kurt, 113, 560
Lickona, T., 72
Liden, R., 294
Lidz, F., 495
Life balance analysis, 156–158, 157f
Likert, R., 118
Lim, S., 139, 238
Live for Life program, 136
Locke, E. A., 80, 132, 333, 334, 453,
463, 509
Locus of control, 62, 78–79
Locus of Control Scale, 52–54, 79,
101–102
Logos, and vision, 557
Lombardo, M., 285, 381
Long, B., 135, 136, 137
Loomis, F., 240–241
Lopez, R., 620
Lorsch, Jay, 297, 444
Losada, M., 259, 548
Los Angeles Clippers, 495
Lowell, E., 345
Loyalty, and empowerment, 445t
Luhmann, N., 450
Lusch, R. F., 130
Luthans, F., 10t, 13, 337
M
Machiavellianism scale (MACH IV),
536–537
Macintosh Computer, 180, 205
Maddi, S., 139
Maddux, J., 448
Maduro, R., 202
Magnetron, 185, 189, 190, 194
Maier, A., 256
Maier, N., 256, 631
Malcolm Baldrige National Quality
Award, 144
Malden Mills, 557
Management
as cause of stress, 113–114
defined, 16, 17
and leadership, 16–17, 16f, 18f
Management and Machiavelli, 328
Management by objectives, 132, 333
Management skills
applicable to daily life, 5
based on research, 5
characteristics of, 9, 11
curriculum for improving, 12, 15
defined, 8
developing, 4–5
diversity in, 21–22
essential, 8–9
exercises to assess, 24–43, 90–92
importance for managers, 6–7
improving, 12
and leadership, 538–539
learning model for developing,
13–14, 14t
personal assessment for, 42–43
for teams, teamwork, 517–518, 518f
types and models of, 18–19, 19f
Managers. See also Leadership, for posi-
tive change; Presentations,
oral and written
attitudes toward subordinates, 462
effectiveness exercise for, 28–29
essential skills of, 9, 9t, 11t, 11–12
importance of management
skills for, 6–7
insecurities of, 462
need for control of, 462–463
as reinforcers, 338
teamwork skills for, 517–518
Mandela, Nelson, 446, 555, 561
Manifest needs model, 345–346
Mann Gulch disaster, 210–212
Mannix, E., 378, 380
Manz, C., 449, 507
March, J., 174, 176, 178, 199, 200,
652, 653
Market skills, 16f, 17
Markoff, J., 188
Marlowe, David, 129
Martindale, C., 193
Martin, E., 620
Martin, J., 452
Martin Marietta, 73
Marwell, G., 298
Marx, K., 446
Mary Kay Cosmetics, 455
Maslow, A. H., 58, 345, 345t, 376
Masten, A. S., 134
Masuda, M., 120
Matchstick problem, 188f, 228
Matteson, M. T., 139
Mayer, J., 62, 298
May, Rollo, 284
Mazique, M., 294, 297
McCall, M., 285
McCauley, L., 331
McClear, K., 80
McClelland, David, 285, 345, 346, 443
McConkie, M., 450, 451
McCraty, R., 547
McCullough, M., 547
McDonald’s, 180–181
McGovern, Gordon, 295
716 COMBINED INDEX