Management – A Practical Introduction – NINTH EDITION
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Loading...Management – A Practical Introduction – NINTH EDITION
Angelo Kinicki
Arizona State University
Kent State University
Brian K. Williams
Walkthrough Preface of 9e xv
PART 1
Introduction
1 The Exceptional Manager: What You Do, How You
Do It 2
2 Management Theory: Essential Background for the
Successful Manager 42
PART 2
The Environment of Management
3 The Manager’s Changing Work Environment and
Ethical Responsibilities: Doing the Right Thing 76
4 Global Management: Managing across Borders 116
PART 3
Planning
5 Planning: The Foundation of Successful
Management 156
6 Strategic Management: How Exceptional Managers
Realize a Grand Design 188
Learning Module 1: Entrepreneurship 220
7 Individual and Group Decision Making: How
Managers Make Things Happen 238
PART 4
Organizing
8 Organizational Culture, Structure, and Design:
Building Blocks of the Organization 280
9 Human Resource Management: Getting the Right
People for Managerial Success 322
10 Organizational Change and Innovation: Lifelong
Challenges for the Exceptional Manager 374
PART 5
Leading
11 Managing Individual Differences and Behavior:
Supervising People as People 408
12 Motivating Employees: Achieving Superior
Performance in the Workplace 456
13 Groups and Teams: Increasing Cooperation,
Reducing Conflict 502
14 Power, Influence, and Leadership: From Becoming a
Manager to Becoming a Leader 534
15 Interpersonal and Organizational Communication:
Mastering the Exchange of Information 580
PART 6
Controlling
16 Control Systems and Quality Management:
Techniques for Enhancing Organizational
Effectiveness 630
Learning Module 2: The Project Planner’s Toolkit:
Flowcharts, Gantt Charts, and Break-Even Analysis 681
brief contents
Chapter Notes CN-1
Name Index IND-1
Organization Index IND-5
Glossary/Subject Index IND-11
contents
Walkthrough Preface of 9e xv
PART 1
Introduction
CHAPTER ONE
The Exceptional Manager: What You Do,
How You Do It 2
1.1 Management: What It Is, What Its Benefits
Are 4
The Rise of the Die Maker’s Daughter 4
Key to Career Growth: “Doing Things I’ve Never
Done Before” 4
The Art of Management Defined 5
Why Organizations Value Managers: The Multiplier
Effect 6
The Financial Rewards of Being an Exceptional
Manager 6
What Are the Rewards of Studying and Practicing
Management? 7
1.2 What Managers Do: The Four Principal
Functions 9
Planning: Discussed in Part 3 of This Book 9
Organizing: Discussed in Part 4 of This Book 9
Leading: Discussed in Part 5 of This Book 10
Controlling: Discussed in Part 6 of This Book 10
1.3 Pyramid Power: Levels and Areas of
Management 11
The Traditional Management Pyramid: Levels and
Areas 11
Three Levels of Management 11
Areas of Management: Functional Managers versus
General Managers 13
Managers for Three Types of Organizations:
For-Profit, Nonprofit, Mutual-Benefit 14
Different Organizations, Different Management? 14
1.4 Roles Managers Must Play Successfully 15
The Manager’s Roles: Mintzberg’s Useful
Findings 15
Three Types of Managerial Roles: Interpersonal,
Informational, and Decisional 17
1.5 The Skills Exceptional Managers Need 19
- Technical Skills—The Ability to Perform a Specific
Job 19 - Conceptual Skills—The Ability to Think
Analytically 19 - Human Skills—“Soft Skills,” the Ability to Interact
Well with People 20
The Most Valued Traits in Managers 21
1.6 Seven Challenges to Being an Exceptional
Manager 22
CHALLENGE #1: Managing for Competitive
Advantage—Staying Ahead of Rivals 23
CHALLENGE #2: Managing for Information
Technology—Dealing with the “New Normal” 24
CHALLENGE #3: Managing for Diversity—The Future
Won’t Resemble the Past 26
CHALLENGE #4: Managing for Globalization—The
Expanding Management Universe 26
CHALLENGE #5: Managing for Ethical Standards 27
CHALLENGE #6: Managing for Sustainability—The
Business of Green 28
CHALLENGE #7: Managing for Happiness and
Meaningfulness 28
How Strong Is Your Motivation to Be a Manager? The
First Self-Assessment 29
1.7 Building Your Career Readiness 30
A Model of Career Readiness 30
Developing Career Readiness 35
Let Us Help 36
1.8 Career Corner: Managing Your Career
Readiness 37
Key Terms Used in This Chapter 38
Key Points 38
Understanding the Chapter: What Do I Know? 39
Management in Action 39
Legal/Ethical Challenge 41
CHAPTER TWO
Management Theory: Essential
Background for the Successful
Manager 42
2.1 Evolving Viewpoints: How We Got to Today’s
Management Outlook 44
Creating Modern Management: The Handbook of
Peter Drucker 44
Six Practical Reasons for Studying This
Chapter 44
Two Overarching Perspectives about Management:
Historical and Contemporary 46
2.2 Classical Viewpoint: Scientific and
Administrative Management 47
Scientific Management: Pioneered by Taylor and the
Gilbreths 47
xxxAdministrative Management: Pioneered by Spaulding,
Fayol, and Weber 49
The Problem with the Classical Viewpoint:
Too Mechanistic 50
2.3 Behavioral Viewpoint: Behaviorism, Human
Relations, and Behavioral Science 51
Early Behaviorism: Pioneered by Munsterberg, Follett,
and Mayo 51
The Human Relations Movement: Pioneered by Maslow
and McGregor 52
The Behavioral Science Approach 54
2.4 Quantitative Viewpoints: Management Science
and Operations Management 56
Management Science: Using Mathematics to Solve
Management Problems 56
Operations Management: Being More Effective 57
2.5 Systems Viewpoint 58
The Systems Viewpoint 59
The Four Parts of a System 59
2.6 Contingency Viewpoint 61
Gary Hamel: Management Ideas Are Not Fixed, They’re
a Process 61
Evidence-Based Management: Facing Hard Facts,
Rejecting Nonsense 62
2.7 Quality-Management Viewpoint 63
Quality Control and Quality Assurance 63
Total Quality Management: Creating an Organization
Dedicated to Continuous Improvement 63
Six Sigma and ISO 9000
2.8 The Learning Organization in an Era of
Accelerated Change 66
The Learning Organization: Handling Knowledge and
Modifying Behavior 66
How to Build a Learning Organization: Three Roles
Managers Play 67
2.9 Career Corner: Managing Your Career
Readiness 69
Key Terms Used in This Chapter 71
Key Points 71
Understanding the Chapter: What Do I Know? 72
Management in Action 73
Legal/Ethical Challenge 74
PART 2
The Environment of
Management
CHAPTER THREE
The Manager’s Changing Work Environment
and Ethical Responsibilities: Doing the Right
Thing 76
3.1 The Triple Bottom Line: People, Planet, and
Profit 78
The Millennials’ Search for Meaning 78
3.2 The Community of Stakeholders Inside the
Organization 79
Internal and External Stakeholders 79
Internal Stakeholders 79
3.3 The Community of Stakeholders Outside the
Organization 82
The Task Environment 82
The General Environment 87
3.4 The Ethical Responsibilities Required of You as a
Manager 92
Defining Ethics and Values 93
Four Approaches to Resolving Ethical Dilemmas 95
White-Collar Crime, SarbOx, and Ethical Training 95
How Organizations Can Promote Ethics 97
3.5 The Social Responsibilities Required of You as a
Manager 100
Corporate Social Responsibility: The Top of the
Pyramid 100
Is Social Responsibility Worthwhile? Opposing and
Supporting Viewpoints 100
One Type of Social Responsibility: Climate Change,
Sustainability, and Natural Capital 103
Another Type of Social Responsibility: Undertaking
Philanthropy, “Not Dying Rich” 104
Does Being Good Pay Off? 104
3.6 Corporate Governance 106
Ethics and Corporate Governance 106
The Need for Trust 106
3.7 Career Corner: Managing Your Career
Readiness 108
Focus on the Greater Good and on Being More Ethical 108
Become an Ethical Consumer 109
Key Terms Used in This Chapter 110
Key Points 110
Understanding the Chapter: What Do I Know? 112
Management in Action 112
Legal/Ethical Challenge 114
CHAPTER FOUR
Global Management: Managing across
Borders 116
4.1 Globalization: The Collapse of Time and
Distance 118
Competition and Globalization: Who Will Be No. 1
Tomorrow? 118
The Rise of the “Global Village” and Electronic
Commerce 119
One Big World Market: The Global Economy 120
Contents xxxiCross-Border Business: The Rise of Both Megamergers
and Minifirms Worldwide 121
4.2 You and International Management 122
Why Learn about International Management? 123
The Successful International Manager: Geocentric,
Not Ethnocentric or Polycentric 124
4.3 Why and How Companies Expand
Internationally 126
Why Companies Expand Internationally 126
How Companies Expand Internationally 127
4.4 The World of Free Trade: Regional Economic
Cooperation and Competition 131
Barriers to International Trade 131
Organizations Promoting International Trade 133
Major Trading Blocs: NAFTA and the EU 134
Most Favored Nation Trading Status 136
Exchange Rates 136
4.5 The Value of Understanding Cultural
Differences 139
The Importance of National Culture 140
Cultural Dimensions: The Hofstede and GLOBE Project
Models 140
Other Cultural Variations: Language, Interpersonal
Space, Communication, Time Orientation, Religion, and
Law and Political Stability 144
U.S. Managers on Foreign Assignments: Why Do They
Fail? 148
4.6 Career Corner: Managing Your Career
Readiness 149 - Listen and Observe 149
- Become Aware of the Context 150
- Choose Something Basic 150
Key Terms Used in This Chapter 151
Key Points 151
Understanding the Chapter: What Do I Know? 153
Management in Action 153
Legal/Ethical Challenge 154
PART 3
Planning
CHAPTER FIVE
Planning: The Foundation of Successful
Management 156
5.1 Planning and Strategy 158
Planning, Strategy, and Strategic Management 158
Why Planning and Strategic Management Are
Important 159
5.2 Fundamentals of Planning 162
Mission, Vision, and Values Statements 163
Three Types of Planning for Three Levels of
Management: Strategic, Tactical,
and Operational 166
5.3 Goals and Plans 169
Long-Term and Short-Term Goals 169
The Operating Plan and Action Plan 169
Types of Plans: Standing Plans and Single-Use
Plans 171
5.4 Promoting Consistencies in Goals: SMART
Goals, Management by Objectives, and Goal
Cascading 172
SMART Goals 172
Management by Objectives: The Four-Step Process for
Motivating Employees 173
Cascading Goals: Making Lower-Level Goals Align with
Top Goals 176
The Importance of Deadlines 177
5.5 The Planning/Control Cycle 178
5.6 Career Corner: Managing Your Career
Readiness 180
Becoming More Proactive 181
Keeping an Open Mind and Suspending
Judgment 181
Key Terms Used in This Chapter 182
Key Points 182
Understanding the Chapter: What Do I Know? 183
Management in Action 184
Legal/Ethical Challenge 185
CHAPTER SIX
Strategic Management: How Exceptional
Managers Realize a Grand Design 188
6.1 Strategic Positioning and Levels of
Strategy 190
Strategic Positioning and Its Principles 190
Levels of Strategy 191
Does Strategic Management Work for Small as Well as
Large Firms? 192
6.2 The Strategic-Management Process 193
The Five Steps of the Strategic-Management
Process 193
6.3 Assessing the Current Reality 196
SWOT Analysis 196
Using VRIO to Assess Competitive Potential: Value,
Rarity, Imitability, and Organization 199
Forecasting: Predicting the Future 200
Benchmarking: Comparing with the Best 202
6.4. Establishing Corporate-Level Strategy 203
Three Overall Types of Corporate Strategy 203
The BCG Matrix 204
Diversification Strategy 205
xxxii Contents6.5 Establishing Business-Level Strategy 206
Porter’s Five Competitive Forces 206
Porter’s Four Competitive Strategies 207
6.6 Executing and Controlling Strategy 209
Executing the Strategy 209
Maintaining Strategic Control 209
Execution: Getting Things Done 209
The Three Core Processes of Business: People,
Strategy, and Operations 210
How Execution Helps Implement and Control
Strategy 211
6.7 Career Corner: Managing Your Career
Readiness 213
Why Is Strategic Thinking Important to New
Graduates? 213
Key Terms Used in This Chapter 215
Key Points 215
Understanding the Chapter: What Do I Know? 217
Management in Action 217
Legal/Ethical Challenge 219
LEARNING MODULE 1: Entrepreneurship 220
LM1.1 Entrepreneurship: Its Foundations and
Importance 221
Entrepreneurship: It’s Not the Same as
Self-Employment 222
Characteristics of Entrepreneurs 224
Entrepreneurship Matters across the Globe 226
LM1.2 Starting a Business 229
Businesses Start with an Idea 229
Writing the Business Plan 230
Choosing a Legal Structure 232
Obtaining Financing 233
Creating the “Right” Organizational Culture and
Design 234
Key Terms Used in This Learning Module 237
Key Points 237
CHAPTER SEVEN
Individual and Group Decision Making: How
Managers Make Things Happen 238
7.1 Two Kinds of Decision Making: Rational and
Nonrational 240
Decision Making in the Real World 241
Rational Decision Making: Managers Should Make
Logical and Optimal Decisions 242
Stage 1: Identify the Problem or Opportunity—
Determining the Actual versus the Desirable 242
Stage 2: Think Up Alternative Solutions—Both the
Obvious and the Creative 242
Stage 3: Evaluate Alternatives and Select a
Solution—Ethics, Feasibility, and Effectiveness 242
Stage 4: Implement and Evaluate the Solution
Chosen 243
What’s Wrong with the Rational Model? 244
Nonrational Decision Making: Managers Find It Difficult
to Make Optimal Decisions 244
7.2 Making Ethical Decisions 247
The Dismal Record of Business Ethics 247
Road Map to Ethical Decision Making: A Decision
Tree 248
7.3 Evidence-Based Decision Making and
Analytics 250
Evidence-Based Decision Making 251
In Praise of Analytics 252
“Big Data”: What It Is, How It’s Used 254
7.4 Four General Decision-Making Styles 257
Value Orientation and Tolerance for Ambiguity 257 - The Directive Style: Action-Oriented Decision Makers
Who Focus on Facts 258 - The Analytical Style: Careful Decision Makers Who
Like Lots of Information and Alternative Choices 258 - The Conceptual Style: Decision Makers Who
Rely on Intuition and Have a Long-Term
Perspective 258 - The Behavioral Style: The Most People-Oriented
Decision Makers 258
Which Style Do You Have? 259
7.5 Decision-Making Biases and the Use of Artificial
Intelligence 260
Nine Common Decision-Making Biases: Rules of Thumb,
or “Heuristics” 260
The Decision-Making Potential of Artificial
Intelligence 262
Pros and Cons of Artificial Intelligence 263
7.6 Group Decision Making: How to Work with
Others 265
Advantages and Disadvantages of Group Decision
Making 265
Groupthink 266
Characteristics of Group Decision Making 267
Group Problem-Solving Techniques: Reaching for
Consensus 269
More Group Problem-Solving Techniques 269
7.7 Career Corner: Managing Your Career
Readiness 272
Improving Your Critical Thinking and
Problem-Solving Skills 272
Reflect on Past Decisions 272
Key Terms Used in This Chapter 274
Key Points 274
Understanding the Chapter: What Do I Know? 276
Management in Action 276
Legal/Ethical Challenge 278
Contents xxxiiiPART 4
Organizing
CHAPTER EIGHT
Organizational Culture, Structure, and
Design: Building Blocks of the
Organization 280
8.1 Aligning Strategy, Culture, and Structure 282
How an Organization’s Culture and Structure Are Used
to Implement Strategy 282
8.2 What Kind of Organizational Culture Will You Be
Operating In? 286
The Three Levels of Organizational Culture 286
Four Types of Organizational Culture: Clan, Adhocracy,
Market, and Hierarchy 287
How Employees Learn Culture: Symbols, Stories,
Heroes, Rites and Rituals, and Organizational
Socialization 290
The Importance of Culture 291
What Does It Mean to “Fit”? Anticipating a Job
Interview 292
8.3 The Process of Culture Change 293 - Formal Statements 293
- Slogans and Sayings 293
- Rites and Rituals 293
- Stories, Legends, and Myths 294
- Leader Reactions to Crises 294
- Role Modeling, Training, and Coaching 294
- Physical Design 294
- Rewards, Titles, Promotions, and Bonuses 295
- Organizational Goals and Performance Criteria 295
- Measurable and Controllable Activities 295
- Organizational Structure 296
- Organizational Systems and Procedures 296
Don’t Forget about Person–Organization Fit 297
8.4 Organizational Structure 298
The Organization: Three Types 298
The Organization Chart 298
8.5 The Major Elements of an Organization 300
Common Elements of Organizations: Four Proposed by
Edgar Schein 300
Common Elements of Organizations: Three More That
Most Authorities Agree On 301
8.6 Basic Types of Organizational Structures 304 - Traditional Designs: Simple, Functional, Divisional,
and Matrix Structures 304 - The Horizontal Design: Eliminating Functional Barriers
to Solve Problems 307 - Designs That Open Boundaries between Organizations:
Hollow, Modular, and Virtual Structures 309
8.7 Contingency Design: Factors in Creating
the Best Structure 311
Three Factors to Be Considered in Designing an
Organization’s Structure 311 - The Environment: Mechanistic versus Organic
Organizations—the Burns and Stalker Model 311 - The Environment: Differentiation versus Integration—
the Lawrence and Lorsch Model 313 - Linking Strategy, Culture, and Structure 313
8.8 Career Corner: Managing Your Career
Readiness 314
Understanding the Business and Where You “Fit” In 314
Becoming More Adaptable 315
Key Terms Used in This Chapter 316
Key Points 316
Understanding the Chapter: What Do I Know? 318
Management in Action 318
Legal/Ethical Challenge 320
CHAPTER NINE
Human Resource Management: Getting the
Right People for Managerial Success 322
9.1 Strategic Human Resource Management 324
Human Resource Management: Managing an
Organization’s Most Important Resource 324
Planning the Human Resources Needed 326
9.2 Recruitment and Selection: Putting the Right
People into the Right Jobs 329
Recruitment: How to Attract Qualified Applicants 329
Selection: How to Choose the Best Person for the
Job 333
9.3 Managing an Effective Workforce: Compensation
and Benefits 339
Wages or Salaries 339
Incentives 339
Benefits 339
9.4 Orientation and Learning and Development 340
Orientation: Helping Newcomers Learn the Ropes 340
Learning and Development: Helping People Perform
Better 341
9.5 Performance Appraisal 344
Performance Management in Human Resources 344
Performance Appraisals: Are They Worthwhile? 345
Two Kinds of Performance Appraisal: Objective and
Subjective 346
Who Should Make Performance Appraisals? 347
Effective Performance Feedback 348
9.6 Managing Promotions, Transfers, Disciplining,
and Dismissals 350
Promotion: Moving Upward 350
Transfer: Moving Sideways 351
xxxiv ContentsDisciplining and Demotion: The Threat of Moving
Downward 351
Dismissal: Moving Out of the Organization 351
9.7 The Legal Requirements of Human Resource
Management 354 - Labor Relations 354
- Compensation and Benefits 354
- Health and Safety 354
- Equal Employment Opportunity 356
Workplace Discrimination, Affirmative Action, Sexual
Harassment, and Bullying 356
9.8 Labor–Management Issues 361
How Workers Organize 361
How Unions and Management Negotiate a Contract 362
The Issues Unions and Management Negotiate
About 362
Settling Labor–Management Disputes 364
9.10 Career Corner: Managing Your Career
Readiness 366
Becoming a Better Receiver 366
Key Terms Used in This Chapter 368
Key Points 368
Understanding the Chapter: What Do I Know? 371
Management in Action 371
Legal/Ethical Challenge 373
CHAPTER TEN
Organizational Change and Innovation:
Lifelong Challenges for the Exceptional
Manager 374
10.1 The Nature of Change in Organizations 376
Fundamental Change: What Will You Be Called
On to Deal With? 376
Two Types of Change: Reactive and Proactive 378
The Forces for Change Outside and Inside the
Organization 380
10.2 Types and Models of Change 383
Three Kinds of Change: From Least Threatening
to Most Threatening 383
Lewin’s Change Model: Unfreezing, Changing, and
Refreezing 384
A Systems Approach to Change 385
10.3 Organizational Development: What It Is,
What It Can Do 389
What Can OD Be Used For? 389
How OD Works 390
The Effectiveness of OD 391
10.4 Organizational Innovation 392
Approaches to Innovation 392
An Innovation System: The Supporting Forces for
Innovation 394
10.5 The Threat of Change: Managing Employee
Fear and Resistance 399
The Causes of Resistance to Change 399
Ten Reasons Employees Resist Change 400
10.6 Career Corner: Managing Your Career
Readiness 402
Applying Self-Affirmation Theory 402
Practicing Self-Compassion 403
Key Terms Used in This Chapter 404
Key Points 404
Understanding the Chapter: What Do I Know? 405
Management in Action 405
Legal/Ethical Challenge 407
PART 5
Leading
CHAPTER ELEVEN
Managing Individual Differences and
Behavior: Supervising People as People 408
11.1 Personality and Individual Behavior 410
The Big Five Personality Dimensions 410
Core Self-Evaluations 411
Emotional Intelligence: Understanding Your Emotions
and the Emotions of Others 414
11.2 Values, Attitudes, and Behavior 416
Organizational Behavior: Trying to Explain and Predict
Workplace Behavior 416
Values: What Are Your Consistent Beliefs and Feelings
about All Things? 416
Attitudes: What Are Your Consistent Beliefs and Feelings
about Specific Things? 416
Behavior: How Values and Attitudes Affect People’s
Actions and Judgments 419
11.3 Perception and Individual Behavior 420
The Four Steps in the Perceptual Process 420
Five Distortions in Perception 420
The Self-Fulfilling Prophecy, or Pygmalion Effect 424
11.4 Work-Related Attitudes and Behaviors Managers
Need to Deal With 426 - Employee Engagement: How Connected Are You to
Your Work? 426 - Job Satisfaction: How Much Do You Like or Dislike
Your Job? 428 - Organizational Commitment: How Much Do You
Identify with Your Organization? 428
Important Workplace Behaviors 429
11.5 The New Diversified Workforce 431
How to Think about Diversity: Which Differences Are
Important? 431
Contents xxxvTrends in Workforce Diversity 433
Barriers to Diversity 437
11.6 Understanding Stress and Individual
Behavior 441
The Toll of Workplace Stress 441
How Does Stress Work? 442
The Sources of Job-Related Stress 442
Reducing Stressors in the Organization 445
11.7 Career Corner: Managing Your Career
Readiness 448
Fostering a Positive Approach 448
Self-Managing Your Emotions 449
Key Terms Used in This Chapter 450
Key Points 450
Understanding the Chapter: What Do I Know? 452
Management in Action 452
Legal/Ethical Challenge 454
CHAPTER TWELVE
Motivating Employees: Achieving Superior
Performance in the Workplace 456
12.1 Motivating for Performance 458
Motivation: What It Is, Why It’s Important 458
The Four Major Perspectives on Motivation:
An Overview 460
12.2 Content Perspectives on Employee
Motivation 461
Maslow’s Hierarchy of Needs Theory: Five Levels 461
McClelland’s Acquired Needs Theory: Achievement,
Affiliation, and Power 463
Deci and Ryan’s Self-Determination Theory:
Competence, Autonomy, and Relatedness 464
Herzberg’s Two-Factor Theory: From Dissatisfying
Factors to Satisfying Factors 466
12.3 Process Perspectives on Employee
Motivation 469
Equity/Justice Theory: How Fairly Do You Think You’re
Being Treated in Relation to Others? 469
Expectancy Theory: How Much Do You Want and How
Likely Are You to Get It? 473
Goal-Setting Theory: Objectives Should Be Specific and
Challenging but Achievable 475
12.4 Job Design Perspectives on Motivation 478
Fitting People to Jobs 478
Fitting Jobs to People 478
The Job Characteristics Model: Five Job Attributes for
Better Work Outcomes 479
12.5 Reinforcement Perspectives on Motivation 483
The Four Types of Reinforcement: Positive, Negative,
Extinction, and Punishment 483
Using Reinforcement to Motivate Employees 484
12.6 Using Compensation, Nonmonetary Incentives,
and Other Rewards to Motivate: In Search of the
Positive Work Environment 487
Is Money the Best Motivator? 487
Motivation and Compensation 487
Nonmonetary Ways of Motivating Employees 489
12.7 Career Corner: Managing Your Career
Readiness 494 - Identify Your “Wildly Important” Long-Term Goal 494
- Break Your Wildly Important Goal into
Short-Term Goals 495 - Create a “To-Do” List for Accomplishing Your
Short-Term Goals 495 - Prioritize the Tasks 495
- Create a Time Schedule 495
- Work the Plan, Reward Yourself, and
Adjust as Needed 495
Key Terms Used in This Chapter 496
Key Points 496
Understanding the Chapter: What Do I Know? 498
Management in Action 498
Legal/Ethical Challenge 500
CHAPTER THIRTEEN
Groups and Teams: Increasing Cooperation,
Reducing Conflict 502
13.1 Groups versus Teams 504
Groups and Teams: How Do They Differ? 505
Formal versus Informal Groups 506
Types of Teams 507
13.2 Stages of Group and Team Development 510
Tuckman’s Five-Stage Model 510
Punctuated Equilibrium 512
13.3 Building Effective Teams 513 - Collaboration—the Foundation of Teamwork 513
- Trust: “We Need to Have Reciprocal Faith in Each
Other” 514 - Performance Goals and Feedback 515
- Motivation through Mutual Accountability and
Interdependence 516 - Team Composition 516
- Roles: How Team Members Are Expected to
Behave 517 - Norms: Unwritten Rules for Team Members 518
- Effective Team Processes 520
Putting It All Together 520
13.4 Managing Conflict 521
The Nature of Conflict: Disagreement Is Normal 521
Can Too Little or Too Much Conflict Affect
Performance? 522
Three Kinds of Conflict: Personality, Intergroup, and
Cross-Cultural 523
xxxvi ContentsHow to Stimulate Constructive Conflict 524
Five Basic Behaviors to Help You Better Handle
Conflict 526
Dealing with Disagreements: Five Conflict-Handling
Styles 526
13.5 Career Corner: Managing Your Career
Readiness 528
Become a More Effective Team Member 528
Become a More Effective Collaborator 529
Key Terms Used in This Chapter 530
Key Points 530
Understanding the Chapter: What Do I Know? 531
Management in Action 531
Legal/Ethical Challenge 533
CHAPTER FOURTEEN
Power, Influence, and Leadership: From
Becoming a Manager to Becoming a
Leader 534
14.1 The Nature of Leadership: The Role of Power
and Influence 536
What Is the Difference between Leading and
Managing? 536
Managerial Leadership: Can You Be Both a Manager and
a Leader? 537
Coping with Complexity versus Coping with Change:
The Thoughts of John Kotter 538
Five Sources of Power 538
Common Influence Tactics 540
Match Tactics to Influence Outcomes 542
An Integrated Model of Leadership 542
14.2 Trait Approaches: Do Leaders Have Distinctive
Traits and Personal Characteristics? 544
Positive Task-Oriented Traits and Positive/Negative
Interpersonal Attributes 544
What Do We Know about Gender and Leadership? 545
Are Knowledge and Skills Important? 548
So What Do We Know about Leadership Traits? 548
14.3 Behavioral Approaches: Do Leaders Show
Distinctive Patterns of Behavior? 550
Task-Oriented Leader Behaviors: Initiating-Structure
Leadership and Transactional Leadership 550
Relationship-Oriented Leader Behavior: Consideration,
Empowerment, Ethical Leadership, and Servant
Leadership 551
Passive Leadership: The Lack of Leadership Skills 555
So What Do We Know about the Behavioral
Approaches? 556
14.4 Situational Approaches: Does Leadership Vary
with the Situation? 557 - The Contingency Leadership Model: Fiedler’s
Approach 557 - The Path–Goal Leadership Model: House’s
Approach 559
So What Do We Know about the Situational
Approaches? 561
14.5 The Uses of Transformational Leadership 563
Transformational Leaders 563
The Best Leaders Are Both Transactional and
Transformational 563
Four Key Behaviors of Transformational
Leaders 564
So What Do We Know about Transformational
Leadership? 567
14.6 Three Additional Perspectives 568
Leader–Member Exchange Leadership: Having
Different Relationships with Different
Subordinates 568
The Power of Humility 569
Followers: What Do They Want, How Can They
Help? 570
14.7 Career Corner: Managing Your Career
Readiness 572
Becoming More Self-Aware 572
Key Terms Used in This Chapter 574
Key Points 574
Understanding the Chapter: What Do I Know? 576
Management in Action 576
Legal/Ethical Challenge 578
CHAPTER FIFTEEN
Interpersonal and Organizational
Communication: Mastering the Exchange of
Information 580
15.1 The Communication Process: What It Is, How It
Works 582
Communication Defined: The Transfer of Information
and Understanding 582
How the Communication Process Works 583
Selecting the Right Medium for Effective
Communication 586
15.2 How Managers Fit into the Communication
Process 588
Formal Communication Channels: Up, Down, Sideways,
and Outward 588
Informal Communication Channels 589
15.3 Barriers to Communication 592 - Physical Barriers: Sound, Time, Space 592
- Personal Barriers: Individual Attributes That Hinder
Communication 593 - Cross-Cultural Barriers 595
- Nonverbal Communication: How Unwritten and
Unspoken Messages May Mislead 596 - Gender Differences 598
Contents xxxvii15.4 Social Media and Management 600
Social Media Has Changed the Fabric of Our Lives 600
Social Media and Managerial and Organizational
Effectiveness 601
Downsides of Social Media 608
Managerial Implications of Texting 611
Managerial Considerations in Creating Social Media
Policies 612
15.5 Improving Communication Effectiveness 615
Nondefensive Communication 615
Using Empathy 617
Being an Effective Listener 618
Being an Effective Writer 619
Being an Effective Speaker 620
15.6 Career Corner: Managing Your Career
Readiness 623
Improve Your Face-to-Face Networking Skills 623
Key Terms Used in This Chapter 625
Key Points 625
Understanding the Chapter: What Do I Know? 626
Management in Action 627
Legal/Ethical Challenge 628
PART 6
Controlling
CHAPTER SIXTEEN
Control Systems and Quality Management:
Techniques for Enhancing Organizational
Effectiveness 630
16.1 Control: When Managers Monitor
Performance 632
Why Is Control Needed? 632
Steps in the Control Process 635
Types of Controls 639
16.2 Levels and Areas of Control 641
Levels of Control: Strategic, Tactical, and
Operational 641
Six Areas of Control 641
Controlling the Supply Chain 643
Control in Service Firms 644
16.3 The Balanced Scorecard and Strategy
Maps 645
The Balanced Scorecard: A Dashboard-like View of the
Organization 645
Strategy Mapping: Visual Representation of the Path to
Organizational Effectiveness 648
16.4 Some Financial Tools for Control 650
Budgets: Formal Financial Projections 650
Financial Statements: Summarizing the Organization’s
Financial Status 651
Audits: External versus Internal 652
16.5 Total Quality Management 654
Deming Management: The Contributions of W. Edwards
Deming to Improved Quality 655
Core TQM Principles: Deliver Customer Value and Strive
for Continuous Improvement 655
Applying TQM to Services 659
Some TQM Tools, Techniques, and
Standards 661
Takeaways from TQM Research 663
16.6 Managing Control Effectively 664
The Keys to Successful Control Systems 664
Barriers to Control Success 665
16.7 Managing for Productivity 667
What Is Productivity? 667
Why Is Increasing Productivity Important? 668
What Processes Can I Use to Increase Productivity? 669
Managing Individual Productivity 670
16.8 Career Corner: Managing Your Career
Readiness 671 - Make Every Day Count 672
- Stay Informed and Network 672
- Promote Yourself 672
- Roll with Change and Disruption 673
- Small Things Matter during Interviews 673
Epilogue: The Keys to Your Managerial Success 674
Key Terms Used in This Chapter 676
Key Points 676
Understanding the Chapter: What Do I Know? 678
Management in Action 678
Legal/Ethical Challenge 680
LEARNING MODULE 2: The Project Planner’s
Toolkit: Flowcharts, Gantt Charts, and
Break-Even Analysis 681
Tool #1: Flowcharts—for Showing Event Sequences and
Alternate Decision Scenarios 681
Tool #2: Gantt Charts—Visual Time Schedules for Work
Tasks 683
Tool #3: Break-Even Analysis—How Many Items Must
You Sell to Turn a Profit? 684
CHAPTER NOTES CN-1
NAME INDEX IND-1
ORGANIZATION INDEX IND-5
GLOSSARY/SUBJECT INDEX IND-11
A
Adams, J. Stacey, 469–472
Ailes, Roger, 439
Albrecht, Karl, 378
Allen, Nick, 199
Allen, Paul, 262
Allmendinger, A. J., 516
Almeida, José, 288–289
Altchek, Chris, 284
Ammann, Dan, 381
Andrews, Marcus, 482
Asher, Penny, 342
Atkins, Betsy, 107
Autor, David, 378
Avolio, Bruce, 563
B
Bader, Chrys, 561
Bado, Bill, 319
Bagley, Constance, 248–249
Balachandra, Lakshmi, 234
Ballmer, Steve, 570
Baltazar, Ivana, 475
Baptiste, Dena, 335, 335
Barhydt, Ethan, 227
Barnard, Chester I., 298
Barra, Mary, 4, 4, 16, 19, 19–21, 381, 398
Barra, Tony, 19
Barry, Bryan, 209
Bass, Bernard, 536, 563
Bastian, Ed, 6
Batali, Mario, 27
Becker, Nate, 227
Bell, Genevieve, 223
Bell, Jessica, 373
Bell, Madeline, 258
Benioff, Marc, 102, 102, 290, 554
Berger, Helena, 436
Berner, Mary, 293, 293
Bernstein, Elizabeth, 162
Beyoncé, 476
Bezos, Jeff, 4–5, 13, 85, 119, 230, 245, 258
Bianchi, Kerry, 329
Blakely, Sara, 549
Blanchard, Ken, 529
Blankenship, Tim, 522, 522
Blumenthal, Richard, 381
Bock, Laszlo, 492, 570
Bohr, Niels, 376
Booker, Cory, 541
Bossidy, Larry, 169, 209–212
Bowerman, Bill, 294
Bowman, Bob, 40
Bowman, Stan, 253
Brandon, David, 377
Branson, Richard, 223, 377, 377, 419, 618
Brin, Sergey, 222, 304
Brown, Ron, 577
Brown, Sherrod, 320
Bruneau, Megan, 403
Buffett, Warren, 104, 247
Burke, Katie, 482
Burkus, David, 473
Burns, Tom, 312
Bush, Lauren, 553, 553–554
Byford, Andy, 277
Byttow, David, 561
C
Cabou, Sarah, 331, 331
Calista, Dan, 445
Camp, Garret, 230
Canfield, Jack, 535
Carlson, Gretchen, 439
Carnegie, Andrew, 104, 221
Carnegie, Dale, 621
Carroll, Archie B., 100, 101
Carter, Christine, 403
Carter, Jimmy, 565
Castile, Philandro, 600
Castle, Kevin, 595
Catmull, Ed, 271, 395
Chait, Eli, 391
Charan, Ram, 169, 209–212
Chen, Jane, 674
Chesky, Brian, 22
Chideya, Faral, 332
Chirot, Daniel, 45
Cho, Emily, 521
Cho Yang-ho, 521
Christensen, Clayton, 44,
165, 377
Christie, Agatha, 375
Cipirano, Pam, 372
Clapton, Eric, 184
Clark, Richard, 333
Clinton, Hillary, 594, 628
Colberg, Alan, 549
Coldplay, 184
Collins, James, 372
Collins, Michael, 120
Collison, John, 230
Collison, Patrick, 230
Colvin, Geoffrey, 190
Comey, James, 594
Conley, Chip, 462
Cook, Tim, 11, 536
Copeland, Misty, 606, 606
Corbat, Michael, 490
Crohurst, Nebel, 294
Crow, Ashley, 396, 396
Crow, Sheryl, 184
Csikszentmihalyi, Mihaly, 22
Cullen, Margaret, 617
Cuniffe, Kirby, 601
Curry, Stephen, 253
D
Daft, Richard, 586
Daily, Gretchen, 103
Dansereau, Fred, 568
Dao, David, 82–83
Davenport, Coral, 103
Davenport, Thomas H., 254
David, Alison, 595
Davidson, Kate, 30
Davis, John, 343
Dawkins, Ceejay, 189
De Blasio, Bill, 277
De Bono, Edward, 214
Deci, Edward, 464–465
DeFrino, Mike, 554
de la Vega, Ralph, 549
Deming, W. Edwards, 63, 65,
345, 655, 665
Dempsey, Martin, 114
Dennis, Richelieu, 396
Diallo, Amadou, 422
Dikison, Mike, 7
Dillon, Mary, 536
Dimitroff, Thomas, 253
Disney, Walt, 221
Doughtie, Lynne, 4
Doyle, Arthur Conan, 375
Drew, Bryce, 675
Drucker, Peter, 11, 44, 44, 128,
164, 173, 376, 504
Duckworth, Tammy, 541
Dunning, David, 573
DuPuy, Bob, 40
Dyer, Dave, 659
Dyson, James, 445
E
Eagle, Katrina, 578
Easterbrook, Steve, 499
Edelman, Simon, 98–99
Edison, Thomas, 476
Edmonson, Cole, 372
Einstein, Albert, 245
Ekman, Paul, 617
Ells, Steve, 405, 406
Emmons, Robert, 491
Escobar, Pablo, 627
Etkin, Maude, 628
Etzioni, Oren, 262
Evans, Fred J., 97
Evdikimova, Daria, 227
F
Fairbanks, JJ, 210, 210
Farnham, Alan, 242
Farr-Kaye, Missy, 34–35, 35
Favali, Ron, 532
Fayol, Henri, 50
Fedorov, Vlad, 340
Feit, Debbie, 459
Feldman, Daniel, 290
Ferucci, David A., 515
Festinger, Leon, 418
Fiedler, Fred, 557, 558, 559
Fields, Mark, 210
Fisher, Craig, 602, 603
Fitzgerald, Patrick, 633
Flannery, John, 218
Follett, Mary Parker, 51–52
Foo Fighters, 184
Ford, Henry, 222
Ford, Henry, II, 208
Foulk, Trevor, 430
Franken, Al, 27
Frankl, Victor, 493
Franklin, Benjamin, 221
Fredrickson, Barbara, 108
French, John, 282, 282–283
Friedman, Milton, 101
Friedman, Nick, 287
Friedman, Thomas, 28
G
Gantt, Henry L., 683
Garenswartz, Lee, 432
Gates, Bill, 104, 221, 247,
263, 570, 594
Gates, Melinda, 247
Gatto, Jim, 113
Gebbia, Joe, 22
Gemignani, Tony, 489
Giascogne, Joel, 472, 473
Gilbreth, Frank, 47, 49, 49
Gilbreth, Lillian, 47, 49, 49
Gladwell, Malcolm, 281
Glener, David, 371
Gohman, Keri, 505
Goizueta, Robert, 127
Goldberg, Jason, 251
Goleman, Daniel, 414
Goodall, Molly, 203
Goodnight, Jim, 79
Gordon, Chloe, 628
Gordon, Robert, 88IND2 Name Index
NAME INDEX
Gore, Al, 28
Gottstein, Jenny, 504, 514
Graen, George, 568
Grandi, Filippo, 548
Greenleaf, Robert, 554
Grossman, Robert, 67
Guo, Alice, 444, 444–445
H
Hackman, J. Richard, 479
Hadid, Bella, 627
Haley, Tom, 10, 10
Half, Robert, 417
Hall, Edward T., 140, 145
Hallowell, Edward, 594
Hamel, Gary, 61–62, 161
Hanlon, Michael, 88
Hansen, Jordin, 125, 125
Harper, Brian, 379–380
Hastings, Reed, 590
Hawking, Stephen, 264, 675
Heath, Shannon, 342
Hedge, Alan, 492
Heimericks, Belinda, 372
Hendrix, Jimi, 184
Hennessy, John, 564
Hersch, Joni, 453
Hertz, Noreena, 261
Herzberg, Frederick, 466–468, 467–468
Hewson, Marillyn, 4
Hill, Grant, 114
Hinman, Jacqueline, 28
Hinricks, Karoli, 117
Hodge, Tishuana, 332
Hofstead, Geert, 140–141
Hojat, Mohammadreza, 618
Holmes, Elizabeth, 585, 585–586
Hopkins, Donald, 565
House, Robert, 141, 559, 559–561
Hsieh, Tony, 45
Hudy, Mike, 410
Hugh, Ben, 245
Hurd, Mark, 565
Hurley, Robert, 106
I
Idei, Nobuyuki, 401
Iger, Bob, 40
Immelt, Jeffrey, 217–218, 397
Ivanhoe, Jon, 485, 485
J
Jackson, Ronny, 577–578
Jacobsen, Eric, 165
James, LeBron, 528
Janis, Irwin, 266, 267
Ja Rule, 627
Jenner, Kendall, 627
Jerkan, Della, 464, 465, 465
Jobs, Steve, 221, 222, 224, 245, 541, 565,
594
Johnson, Amanda, 235, 235–236
Johnson, Kevin, 578
Jones, Zamira, 593–594
Jordan, Kim, 290
Jordan, Michael, 477
Juran, Joseph M., 63
K
Kahneman, Daniel, 241, 261
Kalanick, Travis, 153, 230
Kamprad, Invar, 290
Kangur, Karl, 515
Kanne, Leo, 365
Kantor, Rosabeth Moss, 120
Kaplan, Ethan, 184
Kaplan, Robert, 645, 648
Karan, Donna, 477
Kardashian West, Kim, 159
Kasriel, Stephane, 532
Kato, Maria, 195, 195
Katz, Robert, 19
Katz, Sofra, 4
Katzenbach, Jon R., 505
Kavanaugh, Brett, 383
Keller, Gary, 343
Kelley, David, 397
Kelly, Gary, 171, 467
Kennedy, Anthony, 435
Kennedy, Kathleen, 11
Kenrick, Douglas, 462
Kerber, Angelique, 253
Kerpen, Dave, 618, 674
Khan, Hani, 433
Khosrowshahi, Dara, 514
Kim, Joon, 113, 114
King, Martin Luther, Jr., 564, 565
King, Stephen, 477
Kinicki, Angelo, 139, 144–145,
149–150, 220–221, 229,
232, 388, 520, 584, 648
Kinicki, Joyce, 220–221, 229
Kirn, Walter, 350
Kohlberg, Laurence, 97
Kokoszka, Dianna, 343
Kotter, John, 538
Kovacevich, Richard, 318, 319
Kozinski, Alex, 27
Kruger, Justin, 573
Kullman, Ellen, 266
L
Lacob, Joe, 253
Lagarde, Christine, 27
Lamb, Shane, 342
Lampert, Edward, 73, 74
Lao-Tzu, 541
Latham, Gary, 475–477
Lau, Jason, 595
Lauer, Matt, 27
Lawrence, Amanda, 169–170, 170
Lawrence, Paul R., 313
Lee, Eugene, 385, 385
Leibsohn, Tracy, 609, 609
Lengel, Robert, 586
Leung, Joseph, 475
Levine, James, 27
Levy, Dan, 519
Lewin, Kurt, 384, 384–385
Lewis, Michael, 253
Lightner, Candy, 564
Linville, Charlie, 412
Locke, Edwin, 475–477
Lombardi, Vince, 528
Lopez, Paola, 475
Lord, Katie, 87, 87–88
Lorsch, Jay W., 313
Louis C. K., 27
Loveman, Gary, 252
Lura, David, 333
M
Ma, Jack, 119
Machiavelli, Niccolò, 545
Mackey, John, 472, 566
Maimane, Mmusi, 294
Malone, Michael, 254
Maltby, Lewis, 93, 680
Manfred, Rob, 40
Manjoo, Farhad, 200
Margulies, Josh, 566, 566
Martz, Gayle, 13
Maslow, Abraham, 52, 461, 461–462
Mayer, Marissa, 532
Mayo, Elton, 52, 52
Mazliah, Mandy, 189
McChrystal, Stanley, 5
McClelland, David, 463, 463–464
McCord, Patty, 295
McDonald, Bob, 576, 577
McDonald, Paul, 122
McDormand, Frances, 653
McFarland, Billy, 627–628
McGraw, Tim, 184
McGregor, Douglas, 53
McGuffey, Spencer, 20
McKinnon, Gary, 610
McKnight, William, 395
McLuhan, Marshall, 119
McNamara, Mike, 644
McNamara, Robert, 56
Medvetz, Tim, 412
Al Mehairbi, Ayesha, 655–656, 656
Merkel, Angela, 135, 548, 548
Merlo, Larry, 287
Michel, Aaron, 34
Miliband, David, 551
Miller, Herman, 507, 659
Miller, Peter, 283
Mintzberg, Henry, 15–17
Mirmelstein, Ian, 320
Missal, Michael, 577, 578
Molinaro, Vince, 396
Mong Koo, Chung, 657
Monkelien, Cameron, 53, 53
Montgomery, Scott, 45
Mooney, Andy, 184, 185
Morin, Brit, 595
Morrison, Denise, 13
Moscoso, Dora, 326
Mostrom, Donna, 582–583, 583
Mueller, Mattias, 585
Mulally, Alan, 539, 541
Munsterberg, Hugo, 51
Murray, Robert E., 98, 99
Musk, Elon, 171, 179, 221–224, 222,
245–246, 258, 264, 474, 535,
678–679
Mycoski, Blake, 100, 544
N
Nadella, Satya, 12, 223, 570, 573
Nagata, Osamu, 197
Nanus, Burt, 564
Neff, Kristen, 403
Negroponte, Nicholas, 121
Neilson, Ian, 294
Nelson, Rashon, 578
Nemeroff, Wayne, 491
Newman, Will, 634, 634
Niccol, Brian, 406
Nickel, Kimberly, 636
Nooyi, Indra, 395, 564
Norton, David, 645, 648
Novakovic, Phebe, 544
O
Obama, Barack, 132, 433, 576, 590
Obama, Michelle, 433
Oldham, Greg, 479Name Index IND3
NAME INDEX
O’Neill, Chris, 192
O’Reilly, Bill, 107
Osborn, A. F., 269
P
Page, Larry, 222, 224, 304
Parker, Mark, 11, 541
Parson, Bob, 645
Patel, Shirali, 480
Pauling, Linus, 229
Pelen, François, 232
Pelosi, Nancy, 590
Perry, Rick, 98, 99
Peters, Lulu Hunt, 423
Peters, Tom, 44, 312
Pfeffer, Jeffrey, 62, 251–252
Pichai, Sundar, 17
Pickens, T. Boone, 104
Pilarski, Jan, 229
Pitino, Rick, 113
Pitt, Brad, 253
Plato, 270
Porath, Christine, 430
Porcini, Mauro, 395
Portalatin, Julio, 24
Porter, Michael, 190, 190, 191, 206–208
Pouts, Patrice, 232
Q
Quillen, Anita-Maria, 177
Quincey, James, 239
Quinn, Dan, 253
R
Rao, Anand, 263
Rao, Tulsi, 513–514, 514
Ratajkowski, Emily, 627
Raynor, Michael, 44
Reardon, Kathleen Kelly, 286
Reich, Robert, 332
Reilly, Ed, 15
Reynolds, Diamond, 600
Rice, Condoleezza, 114
Richard, Tim, 475
Richler, Noah, 547
Rihanna, 158–159
Rippentrop, Ashley, 64, 64
Robinson, Cameo, 453
Robinson, David, 114
Robinson, Donte, 578
Rockwell, Sam, 653
Roe, Phil, 590
Rogers, Carl, 594
Rolling Stones, 184
Rome, Carey, 515
Rometty, Virginia “Ginni,” 4, 11,
258, 258, 531
Roosevelt, Theodore, 477
Rose, Charlie, 27
Rosenfeld, Irene, 4
Rowe, Anita, 432
Rowling, J. K., 221
Rubin, Andy, 227
Rutledge, Thomas, 7, 7
Ryan, Paul, 577
Ryan, Richard, 464–465
S
Saban, Nick, 551
Salzmann, Ben, 288
Samuelson, Paul, 102
Sandberg, Sheryl, 81, 546, 552
Sanders, Bernie, 594
Sapiro, Aaron, 591
Schein, Edgar, 283, 300
Schilling, Curt, 628–629
Schmidt, Eric, 304
Schnitzer, Raphael, 232
Schott, Greg, 283
Schrodt, Steven, 318
Schroeter, Martin, 531–532
Schulte, Josephine, 167, 167–168
Schultz, Howard, 240, 241, 564
Schwab, Klaus, 381
Schwartz, Barry, 8
Scully, John, 565
Segal, Bryan, 607
Self, Bill, 113
Selig, Bud, 39, 40
Seligman, Martin, 491
Selye, Hans, 442
Senge, Peter, 66
Sewell, Terri, 453–454
Sharma, Anshu, 200
Sharp, Isadore, 660
Shaw, George Bernard, 424, 595
Shewart, Walter, 63
Shineski, Eric, 576
Shkreli, Martin, 96, 96, 545
Shulkin, David, 576–577
Silverman, Josh, 312
Simon, Herbert, 244
Simons, Russell, 27
Singh, Yuvraj, 83–84, 84
Skinner, B. F., 483
Slaughter, Anne Marie, 428
Sloan, Timothy, 319, 320
Smisek, Jeff, 536
Smith, Brenton, 439, 439
Smith, Claye, 268–269, 269
Smith, Douglas K., 505
Smith, Fred, 222
Smith, James, 361
Smith, Will, 528
Solomon, Susan L., 13, 13–14
Spacey, Kevin, 27
Spahn, Jens, 548
Spaulding, Charles Clinton, 49
Spiegel, Evan, 173
Spreitzer, Gretchen, 389, 430
Stalker, G. M., 312
Starr, Stephen, 627
Steele, Adam, 515
Steib, Mike, 513
Steiner, René, 30
Stewart, Martha, 549
Stogdill, Ralph, 544
Stringer, Howard, 401
Stringer, Scott, 500
Stumpf, John, 319
Sullivan, John, 329, 330
Surowiecki, James, 266
Sutton, Robert, 62, 251–252
Sutton, Sara, 532
Sweeney, William, Jr., 114
Swift, Taylor, 185, 540
Syse, Henrik, 106
T
Tachibana, Akito, 198
Tannen, Deborah, 599
Taylor, Frederick W., 47–48, 48, 655
Tenbrunsel, Ann E., 28
Thaler, Richard H., 60
Thiry, Kent, 588
Thompson, Klay, 253, 253
Thompson, Renee, 372
Thomson, Sherry, 325–326
Thorndike, Edward L., 483
Thornton, John, 393
Tidmarsh, Chris, 229–230
Tinsley, Lina, 181
Titus, Mark, 113
Tobin, Justin, 674
Toyoda, Akio, 193
Trebeck, Alex, 515
Trudeau, Justin, 547–548, 548
Trzaska, Steven, 407
Tulgan, Bruce, 150
Turnbull, Alex, 192
Tynan, Kevin, 679
U
Ulukaya, Handi, 104
U2, 184
V
Vaccaro, Sonny, 112
Valdez, Arthur, 373
Vaughn, Stevie Ray, 184
Ventrone, Melissa, 611
von Furstenberg, Diane, 674
Vroom, Victor, 473–475
W
Wahlberg, Mark, 265
Walker, Brian, 507
Walker, Shantel, 499
Walsh, Marty, 256
Walters, Casey, 296, 296–297
Warren, Elizabeth, 256
Waterman, Robert, 312
Waters, Maxine, 454
Watson, Thomas J., 200
Weber, Max, 50
Wei, Cheng, 153, 154
Weihenmayer, Erik, 425, 425
Weiniger, Judy, 337
Weinstein, Harvey, 27, 27, 247
Welch, Jack, 217, 218, 281, 324, 641
Welch, Suzy, 281
West, Gil, 6
Weyeneth, Taylor, 333
Whitman, Meg, 4, 551, 565
Wicks, Judy, 78
Wilczek, Ashley, 264
Williams, Danielle, 248, 248
Willis, Bruce, 265
Wilson, Brett, 282, 283
Winfrey, Oprah, 86, 221, 222, 224
Winterkorn, Martin, 585, 585
Wise, Terrence, 499
Wolfers, Justin, 60
Wood, Lowell, 229, 229
Wozniak, Stephen, 224, 264
Wright, Mary, 569, 569
Y
Yang, Wenjing, 141–142, 142
Yerlan, Lisa, 285
Z
Zuckerberg, Mark, 81, 104, 158,
521, 590
Zwilling, Martin, 594ORGANIZATION INDEX
Organization Index IND5
A
ABB Consulting, 659
Abbott Laboratories, 353
Abercrombie & Fitch, 433
Accenture, 263, 324, 346, 348, 489
Ace Hardware, 658
Acer, 207
Acuity Insurance, 288
Adam Opel AG, 130
Adelphia, 95, 106
Adidas, 112, 113, 642
Adobe Systems, 324, 346
The Adolphus, 84
Advocate Health Care, 121
Aerospace Industrial Development, 310
Aetna, 121, 205, 653
Aflac, 488
AIG, 287
Airbnb, 22–23
Airbus, 659
Akron-Canton Regional Foodbank, 65
Alcoa, 393
Aldi Nord, 123
Alibaba, 119
Allen Institute, 262
Allied Signal, 169, 209, 662
Alphabet Inc., 123, 200, 263, 304, 437
Alstom, 217, 218
Amazon
acquisitions by, 121, 205, 308, 389
Big Data used by, 62
brand recognition, 189
competition for, 73, 83, 160
continuous improvement at, 658
corporate-level strategy of, 191
decision making at, 245
delivery system, 384
drone delivery by, 644
hierarchy culture of, 289
history of, 4–5, 119, 230
innovation at, 384, 395
in Internet economy, 200
inventory control by, 642
leadership of, 13
minimum wage at, 462
monitoring of workers by, 295, 680
noncompete agreements and, 373
overseas operations, 127
ranking for employment attractiveness, 30
retail partnerships with, 74
tax breaks for, 85
American Airlines, 391
American Apparel, 124
American Express, 16, 67, 351, 504, 662
American Federation of Teachers, 84, 362
American Institute of Architects, 6
American Management Association
(AMA), 15, 21
American Medical Association, 371
American Psychological Association, 457
American Red Cross, 202
Amersham, 217
Andreesen Horowitz, 81
Anheuser-Busch InBev, 121, 121, 123, 396
Aon Hewitt, 426, 468
Apollo Global Management, 123
Apple Inc.
brand recognition, 189
celebrity influence on, 540
Chinese ban of, 382
diversity and, 453
driverless cars and, 381
headquarters, 227
history of, 305
innovation by, 161, 393, 395
in Internet economy, 200
leadership of, 11
learning culture at, 67
mindfulness training at, 16
as multinational corporation, 123
open office settings at, 55
overseas operations, 123, 127
ranking for employment attractiveness, 30
response to customer complaints, 230
retail boutiques for, 194
stretch goals and, 476
supply chain, 126
Aqua America Inc., 615
Arizona State University, 34–35, 35, 235,
462, 578, 608, 644
AstraZeneca, 186
AT&T, 67, 119, 376, 390, 439, 490
Atlanta Falcons, 253
Aurora Health Care, 121
Autodesk, 490
Autoliv, 191
Automattic Inc., 310
AutoNation Inc., 338
B
Bain & Company, 202
BamTech, 40
Bank of America, 82, 134, 453, 607
Barclays, 330
Barrick Gold Corp., 393
Baxter International, 288–289
BDT Capital Partners, 81
Bell Telephone Labs, 63
Ben & Jerry’s Ice Cream, 78, 123
Bentley, 130
Berkshire Hathaway, 123, 304
Bessemer Trust, 190
Best Buy, 194, 613–614
Better World Books, 78
B.F. Goodrich, 391
Bic, 207
Bidvest, 644
Bill and Melinda Gates Foundation, 81, 104
Blessing White, 427
Blinds.com, 491
Blizzard Entertainment, 165–166
Bloomberg Philanthropies, 255
BlueCrew, 330
BNSF Railway Company, 549
Bob Evans Farms, 645
Boeing Co., 83, 310, 476, 504, 659
Bombardier, 310, 310
Borders, 160
Boring Co., 222
Bosch, 397
Boston Consulting Group, 204–205, 324,
489, 490
Box, 78
Box House Hotel, 22
BP, 123, 261, 379
Bridge Worldwide, 665
Bristol Tennessee Essential Services
(BTES), 654
Brit + Co., 595
Buffer Technology, 472–473
Büler North America, 30
Bumble Bee, 298
Burger King, 73, 123, 130, 499
Butterfly Petals, 236
C
Cabela, 379
Cabify, 154
Campbell Soup, 13
Canon, 407
Capital One, 254, 294–295
CareerBuilder, 602, 608
Cargill, 147, 482
Caribou Coffee Company, 205
Carl’s Jr., 499
Carmike Cinemas, 190
Case Western University, 342
Catalyst, 81
CA Technologies, 602
Caterpillar, 128
Catholic Health Initiatives, 121
Centers for Disease Control and
Prevention (CDC), 441
Changan Ford, 130
Charter Communications, 7, 82
Cheesecake Factory, 488
Chevron, 123
Chicago Blackhawks, 253
Chick-fil-A, 130, 289
China Investment Company (CIC), 127
Chipotle Mexican Grill, 405–406, 499
Church of Latter Day Saints, 123
Cigna, 346
Cisco Systems, 123, 200, 444, 504, 517
Citibank, 73
Citigroup, 134, 490, 549, 653
citizenM, 22
Citrix, 373
Civilian American and European Surface
Anthropometry Resource Project
(Caesar), 454
Cleveland Clinic, 285
Coca-Cola Company, 50, 89, 103, 127,
164–165, 167, 189
Cold Stone Creamery, 130
Comcast, 82
Compaq, 222
Compose, 330
ConAgra, 161
Conference Board, 468
Confinity, 222
Container Store, 467, 490
Continental Lite, 191
Coopers & Lybrand, 333
Copilot Labs, 391
Corning, 395
Costco Wholesale, 121, 211
Crédit Mobilier, 96
Credit Suisse Research Institute, 435
Cumulus Media Inc., 293
CVS, 121, 201, 205, 287, 395
CyberCoders, 342
D
Daimler, 445, 658
Dale Carnegie Training, 130
Dasani, 207
DaVita Medical Group, 121, 251,
588, 590
DDG, 674
DeepMap, 227
Deliv Inc., 254
Dell, 121, 204–205
Deloitte, 30, 78, 189, 346, 444
Deloitte & Touche, 437
Delta Airlines, 5–6, 62, 278
Department of Commerce, 132
Department of Defense, 56
Department of Education, 114–115
Department of Energy, 98–99
Department of State, 148
Department of Transportation, 484, 685
Department of Veterans Affairs, 576–578
Deutsche Bank, 217ORGANIZATION INDEX
IND6 Organization Index
FatWallet, 665
Federal Aviation Agency (FAA), 86, 454
Federal Bureau of Investigation (FBI), 30,
112–114, 594
Federal Reserve Bank, 306
Fédération Internationale de Football
Association (FIFA), 154–155
FedEx, 56, 57, 201–202, 488, 633
FEED, 553, 553–554
Fender Musical Instruments Corporation,
184–185
Fenty Beauty, 158–159
Fenway Sports Management, 40
Fiat Chrysler, 177, 381
Fidelity Investments, 487
Food and Drug Administration (FDA),
585, 634
Ford Motor Co.
culture of blame at, 539
customer divisions, 305–306
driverless cars developed by, 198, 381
execution strategy by, 210
focused differentiation by, 208
joint ventures involving, 130
matrix structure of, 307
mindfulness training at, 16
as multinational corporation, 123
overseas operations, 127
psychometric testing by, 549
statistical techniques used by, 56
Forever 21, 171
Forrester Research, 24
Four Seasons Hotels and Resorts, 660
Foxconn, 382
Fox News, 107
Fyre Fest, 627–628
G
Gallup, 421, 427, 471, 490, 493
Gap Inc., 346, 392, 465
GE Digital, 330
Geely, 130
Genentech, 324, 488, 490
General Electric (GE), 123, 124, 127,
217–218, 304, 310, 391, 397, 398,
504, 662
General Mills, 16–17
General Motors
competition for, 198
decentralized authority and, 303
innovation by, 398
investments by, 381
joint ventures involving, 130
leadership of, 4, 11, 16, 19–21
as multinational corporation, 123
recalls by, 379
stockholders of, 80
Georgia Power, 6
Gildan Activewear, 124
GitHub, 602
Gizmodo, 382
Glassdoor, 70, 328, 330, 608
gloStream, 313
GMinc, 13
GoDaddy, 645
The Go Game, 504
Golden State Warriors, 253, 253
Goldman Sachs, 16, 30, 97, 134
Goodwill Industries, 478
Google
antitrust lawsuit against, 91
artificial intelligence and, 264
brand recognition, 189
corporate wellness programs at,
446–447
Development Dimensions International
(DDI), 546
DHL, 644
Dicks Sporting Goods, 379
Didi Chuxing, 153–154
Dignity Health, 121
Discogs.com, 255
Discover, 73
DISH Network, 82
Diversified Engineering & Plastics
(DER), 177
Dove, 596
Dow Chemical, 103
DraftKings, 227
Dribble, 602
Drug Enforcement Administration
(DEA), 262
Dunkin Donuts, 206
Du Pont, 129, 662
E
eBay, 119, 222
Edward Jones, 324, 345, 488
Egnyte, 373
Eileen Fisher, 382
Eli Lilly, 186
Embrace Innovations, 674
EMC, 121
EndoStim, 310
Engagement Labs, 607
Enron, 95, 106
Enterprise Rent-A-Car, 327
Environmental Protection Agency (EPA),
27, 92, 585
Equal Employment Opportunity
Commission, 336, 337, 356, 433,
439, 453
Equifax, 107, 256, 610
Ernst & Young, 30, 155
ESPN, 113, 628–629
Essential, 227
Estée Lauder, 342, 351
EthicalSystems.org, 28
Ethics Resource Center, 93
Etsy, 194, 203, 312
European Food Safety Authority, 634
European Union (EU), 91, 118, 134–135
Evernote, 192
Excellence Health Inc., 338
Exel Logistics, 662
Expedia, 514
ExxonMobil, 123, 549
F
Fabulus, 251
Facebook
board of directors at, 81
conflict at, 521
customer views of, 82
cyberbullying on, 360
diversity and, 453
in Internet economy, 200
live streaming feature, 600
manager’s behavior and, 382
media richness of, 587
misuse of users’ personal data by, 611
onboarding at, 340
profits and, 324
recruitment on, 328, 330, 601, 602
strategy for, 158
team building at, 504
transfer of employees at, 351
workplace design, 492
Fair Labor Association (FLA), 642
discrimination claims against, 437
diversity and, 453
driverless cars developed by, 89, 198,
381
employee benefits at, 324, 468
evidence-based decisions by, 251
functional management at, 13
gratitude and, 492
informal learning at, 506
informational roles at, 17
in Internet economy, 200
learning from failure, 66
organizational structure of, 304
ranking for employment attractiveness, 30
rules for being a better manager,
250, 250
soft skills valued by, 21
stretch goals and, 476
team building at, 504, 513
on team voice, 520
Google News, 160
GoPro, 606
Green Bridge Growers, 229
Grey Group, 492
Groove HQ, 192
Groupe Point Vision, 232
GrubHub Seamless, 161
Guidant Corp., 504
H
Haier, 124
H&M, 634
Harley-Davidson, 303
Harrah’s, 252
Hawker de Havilland, 310
The Hay-Adams, 84
Hay Group, 457
HD Supply Holdings Inc., 107
Health Canada, 634
Heart to Heart, 202
Heineken, 128, 398
Hertz, 130
Hewitt Associates, 427
Hewlett-Packard (HP), 4, 68, 286–287,
305, 549
Hi5, 601
Hilton, 22, 84, 130, 332, 490
Hitachi, 126
Hoku Materials, 85
Hollister, 433
Home Depot, 207
Home Mortgage Alliance, 539
Honda, 128
Honeywell International, 169,
209, 391
Hope Lab, 375
Hotel Rex, 462
Houston Astros, 253
HP Labs, 255
Hubspot, 482
Hunks Hauling Junk, 287
Hyatt, 22, 84, 324
Hyundai Motor Co., 657–659
I
IBM
annual performance reviews, 640
artificial intelligence and, 342
career planning at, 447
diversity and, 437
employee benefits at, 248
family leave policies, 439
history of, 531
Institute for Business Value, 472ORGANIZATION INDEX
Organization Index IND7
leadership of, 4, 11, 200
organizational development and, 389
patents received by, 407
personality trait analysis by, 336
Smarter Workforce Institute, 472, 532
social media policy at, 613
teams at, 531–532
IDEO, 396, 397
iFlipd, 192
IKEA, 127, 207, 290
Indeed.com, 602
Indiana Automotive, 103
Instagram, 395, 606
Institute for the Future, 122–123
Intel Corporation, 16, 57, 121, 123, 200,
223, 453, 614, 662
Inter-American Development Bank, 326
Internal Revenue Service (IRS), 98, 232,
233, 306
International Centre for Settlement of
Investment Disputes, 147
International Monetary Fund (IMF), 27,
118, 133, 133
International Organization for
Standardization (ISO), 65, 663
International Red Cross, 123
ITT, 40, 391
J
JAB Holdings, 205
Jaguar, 130
Jazz Forest Products, 333
Jellybooks, 255
JetBlue, 255
Jet.com, 121, 227
Jiffy Lube, 190
Jimmy John’s, 499
Jim’s Formal Wear, 477
Jobbatical, 117
Jobvite, 487
John Deere, 645
Johnny Rockets, 26
Johnson & Johnson, 346
Joie de Vivre (JDV), 462
JPMorgan Case, 30, 97,
549, 607
Juniper Networks, 395–396
Justice Department, 262
K
Kaiser Permanente, 372
Kaplan, 490
KASO Plastics, 83
Kauffman Firm, 233
Kayak, 286
Keller Williams Realty, 343
Kentucky Fried Chicken (KFC), 644
Kessler Foundation, 436
Keurig Green Mountain, 205
Kia Motors, 658, 659
Kickstarter, 86, 605
Kimley-Horn, 324
Kimpton Hotels & Restaurants, 324,
490, 554
KKW Beauty, 159
KLM Royal Dutch Airline, 607
Kmart, 73, 303
Kohl’s, 83
Kontakte, 601
Korean Air, 521
KPMG, 4
Krispy Kreme Doughnuts, 205
Kronos, 474
Kylie Cosmetics, 159
L
La Boulange, 241
Lamborghini, 130
Land Rover, 130
LEDI Technology, 154
Lee Spring, 421
Lego AS, 311
Lenovo, 531
Likeable Local, 618, 674
LinkedIn, 16, 121, 328, 329–330,
334, 417, 587, 601
Liquid Comics, 377
LiveNation, 84
L.L. Bean, 171
LobbyFriend, 23
Lockheed Martin, 4, 637
L’Oreal, 159, 407
Lowe’s, 642
Lucasfilm, 11
Lucid Software, 491
Lush Ltd., 208
LVMH, 158, 159
Lyft, 20, 199–200, 332, 381
M
Macy’s, 83, 193–195, 194, 252, 382
Major League Baseball (MLB),
39–40, 253
Maktoob, 601
Management Innovation Lab, 61
Marjory Stoneman Douglas High School,
379
Marriott International, 84, 252, 312
MARS, 181, 459
Marvel Studios, 395
Mascoma Savings Bank, 464
Massage Envy, 130
MassMutual, 339
Mattel, 160
Maverik, 208
McDonald’s, 50, 82, 206, 303, 439,
459, 499, 614, 662
McGraw-Hill Education, 123, 192
McKennson, 123
McKinsey & Co., 25, 505
McKinsey Global Institute, 296
Mediabistro, 602
Men’s Wearhouse, 504
Mercer Consulting, 24
Messier-Dowty, 310
MetLife, 453
Metropolitan Transportation Authority
(MTA), 276–277
Mic, 284
Michelin, 61
Microsoft
artificial intelligence and, 262
brand power of, 189
check in system at, 346
competitive advantage for, 200–201
founder of, 104
in-house researchers at, 223
investment in employees at, 324
learning and development at, 342
mergers involving, 121
overseas operations, 123
recruitment by, 252
MidwayUSA, 654
Midwood Ambulance, 595
Mint, 650
Mitsubishi, 284, 310
MLB Advanced Media (MLBAM), 39–40
MobileEye, 121
Moes, 406
Mondelez International, 4
Monsanto, 96
Monster.com, 328, 602
Morgan Stanley, 134
Mothers Against Drunk Driving, 87
Motorola, 662
MuleSoft, 283
Mylan, 82
N
NASA, 636, 637
National Basketball Association (NBA),
112, 113, 253, 395
National Collegiate Athletic Association
(NCAA), 112–114
National Education Association, 84
National Football League (NFL), 253
National Highway Traffic Safety
Administration (NHTSA), 633
National Labor Relations Board (NLRB),
354, 362, 365
National Marrow Donor Program
(NMDP), 647
National Organization for Women, 87
National Rifle Association, 87
National Workrights Institute, 93
Nature Conservancy, 103
NEC, 126
Netflix, 81, 109, 126, 205, 295, 395
Neuralink, 222
Neutrogena, 191
New Belgium Brewery, 290, 382
New Brunswick Power, 325
The Newspaper Guild, 84
New York City Transit Authority
(NYCTA), 277
New York Stem Cell Foundation
(NYSCF), 13–14
New York University (NYU), 291
New York Yankees, 253
Nieman Marcus, 488
Nike, 11, 16, 30, 112, 113, 294
Nomadic VR, 227
Nordstrom, 351, 488, 519, 660
Norton, 610
Novartis, 604
O
Oakland Athletics, 253
Occupational Safety and Health
Administration, 98
Olympic Regional Development
Authority, 277
Open AI, 222
Optinose, 283
Oracle, 4, 123, 200
Orkut, 601
Oscar, 227
Outback Steakhouse, 459
OXO, 293–294
P
Pacific Gas & Electric, 477
Pacific Investment Management
Company (Pimco), 453
Palantir Technologies, 81
Panera Bread, 205, 406
Papa John’s, 499
Patagonia, 382, 395
PathSource, 34
PayPal, 222, 222
Peet’s Coffee & Tea, 205
Pegatron, 382ORGANIZATION INDEX
IND8 Organization Index
Treehouse, 43
TubeMogul, 282, 283
Turing Pharmaceuticals, 96, 545
21st Century Fox, 205
Twitter, 255, 328, 360, 587, 602
Tyco, 95, 106
U
Uber
business model, 20
competition for, 153–154, 160
competitive advantage for, 161,
199, 200
driverless cars developed by, 381, 633
drivers guild, 365
extrinsic rewards and, 459
market culture at, 289
partnerships with, 73
profit for drivers, 332
scandal at, 247
technology and, 230
Udacity, 227
Ultimate Software Group Inc., 324, 415,
439–440
UnderArmour, 73, 112, 113, 128, 606
Unilever, 78, 123, 140
Uniqlo, 634
United Airlines, 82–83, 278, 295, 685
United Auto Workers, 84, 362
UnitedHealth Group, 121, 490
United Nations, 103–104, 148, 553
United Technologies, 205
University College London, 120
University of Michigan, 398
UPS, 56, 201, 254, 327, 327, 633,
638–639
Uptake, 227
U.S. Bank, 219
U.S. Grant, 84
V
Vanguard Group, 191
Vauxhall Motor Cars Ltd., 130
Venmo, 650
Verizon, 610
Virgin Group Ltd., 223, 377, 377, 618
Visto, 329
Vitamin Water, 607
Vodori, 481–482
VoiceOps, 227
Volkswagen
collaboration at, 604
emissions scandal, 27, 92, 284, 476, 585
as multinational corporation, 123
organizational demands at, 445
promotion of sales, 606
research and development spending by,
198
subsidiaries of, 130
transfer of employees at, 351
Volvo, 130, 191
Vox Media, 227
Vynamic, 445, 603
W
Wagamama, 659
Walgreens, 202
Walmart
acquisitions by, 121
competition for, 83
cost-leadership strategy of, 207
customer views of, 82
Seven & i Holdings, 124
Seventh Generation, 382
Shanghai Automotive Industry Group,
130
Sherpa’s Pet Trading Co., 13
Shuddle, 199, 200
Siemens, 378, 506
SinoPec Group, 123
Slack, 595
Smithfield, 365
Snapchat, 173
Society for Human Resource
Management, 98, 329, 428, 429
SolarCity, 222, 222
Sonic Drive-In, 130
Sony Corp., 126, 401
Southwest Airlines, 170, 170–171,
191, 202, 467, 492, 639, 685
SpaceX, 171, 222, 222, 224, 224, 395
Spirit Airlines, 82
Spotify, 62, 395, 482
Sprint, 351
Square, 395
Starbucks Coffee, 161, 205–207, 240,
240–241, 382, 439, 472, 499, 524,
578–579
StarKist, 298
Starwood, 84
State Grid, 123
Stitch Fix, 395
Stora Enso, 388, 388
Strategic Management Society, 190
Stripe Inc., 230, 233
StubHub, 84
Studio 904, 659
Subaru, 103
SunTrust Banks Inc., 653
Sustainability Accounting Standards
Board, 664
T
Taco Bell, 406, 499
Takata, 632, 633
TalentNet, 602
Target, 16, 255, 373, 610, 644
Tata, 130
Taxify, 161
TDIndustries, 570
Teamsters Union, 84, 362
Teavana, 241
Technossus, 595
Tencent, 395
Terrible Herbst, 207–208
Tesco, 596
Tesla, 89, 179, 179, 198, 222, 222–223,
381, 474, 678–679
Texaco, 128
Texas Instruments, 391
Theranos Inc., 585
3M, 476, 662
TIAA, 444
TicketMaster, 84
Time Warner, 207
Timex, 203, 207
Tolko Industries Ltd., 647
TOMS Shoes, 100, 249, 544, 606
Tornier, 175, 477
Toronto-Dominion Bank (TD), 607
Toyota Motor Corp., 123, 177, 193,
197–198, 198, 379, 381, 656
Toys R Us, 377, 475
Trader Joe’s, 123, 161, 660
Transamerica Center for Retirement
Studies, 421
People for the Ethical Treatment
of Animals (PETA), 87
PepsiCo, 89, 120, 393, 395, 398,
437, 564, 634
Periscope, 600
PetroChina, 123
Pew Research Center, 256, 421, 431, 434,
439, 489, 547
Pfizer Pharmaceuticals, 185–186, 232, 346
Phillips 66, 123
Pier 1, 83
Pinterest, 328
Pixar, 67, 224, 271
Pizza Hut, 50
Pizza Rock, 489
Platforms, 200
PNC, 219
Pod, 22
Poland Spring, 207
Polyvore, 293
Pony Express, 119
Porsche, 445
PricewaterhouseCoopers (PwC), 262,
263, 339, 434, 445, 490, 653
Procter & Gamble, 346, 388,
391, 549
Progressive Corporation, 488
Prudential Financial, 391
Publix Super Markets, 80, 81, 488
Q
Qdoba, 406
QQ, 601
Qualcomm, 126
QuickBooks, 650, 680
R
Ralph Lauren, 661
Red Box, 208
Reformation, 382
REI, 43, 490
Reimer, Alex, 628
Restaurant Brands International, 123
The Rittenhouse, 84
Ritz-Carlton, 207, 658
River Island, 294
Robert Half Management Resources, 122
Rockwell Collins, 205, 310
Rolls-Royce, 378
Rotten Robbie, 208
Royal Dutch Shell, 123, 379
RTP Company, 83
S
SABMiller, 121, 121
St. Jude’s Research Hospital, 29, 493
Salary.com, 94
Salesforce.com, 29, 102, 200, 290,
324, 465, 493, 554
Samoa Air, 454
Samsung, 126, 407
SAS Institute, 79, 209, 251, 342
Scripps Health, 326
Sears, 73–74, 82, 83, 252
Seasteading Institute, 393
Secret, 561
Securities and Exchange Commission
(SEC), 74, 96, 98, 222, 586, 653
Sephora, 159
Service Employees International Union,
84, 362
7-Eleven, 124ORGANIZATION INDEX
Organization Index IND9
X
X.co, 222
Xero, 505
Xerox Corp., 68
Y
Yahoo!, 13, 200, 348
Yelp, 342
Yotel, 22
YouTube, 328, 437, 471
Z
Zappos, 45–46, 295,
296, 320
Zara, 634
Zenefits, 284
Zingerman’s, 430
Zip2, 222
Werner Paddles, 83
Western Electric, 52
Westinghouse, 504
Westinghouse Canada, 391
WhatsApp, 81
Whirlpool, 127
White Dog Café, 78
Whole Foods Market, 121, 191,
205, 289, 308–309, 389,
472, 488, 513, 566
W.L. Gore & Associates, 46, 80, 488
Woo, 330
Workday, 324
World Bank, 133, 133, 136, 138
WorldCom, 95, 106
World Economic Forum, 118, 381
World Health Organization (WHO),
123
World Trade Organization (WTO), 86,
133, 133
Wyndham, 22
family leave policies, 439
innovation by, 161, 395
low-price approach of, 512
as multinational corporation, 123
reactive change by, 379
revenue growth, 73
social media policy at, 614
stockholders of, 79
training techniques at, 67
values promoted by, 293
Walt Disney Company, 30, 40, 205,
271, 492
Warby Parker, 249, 382
Warner Bros., 305
Washington Post, 395, 614
Waymo, 633
The Weather Channel, 62
Wegmans Food Markets, 324, 325
Wells Fargo, 77, 82, 219, 233, 318–320,
453, 607
Wendy’s, 596GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND11
A
ABC Flow Chart software, 681
Ability tests, 336
Absenteeism, 429
Abusive supervision Subordinates’
perceptions of the extent to which supervisors engage in the sustained display of
hostile verbal and nonverbal behaviors,
excluding physical contact, 93
Accommodating, conflict and, 527
Accountability Describes expectation
that managers must report and justify
work results to the managers above them,
11, 301
Achievement, need for, 225, 463
Acquired needs theory Theory that
states that there are three needs—
achievement, affiliation, and power—that
are the major motives determining people’s
behavior in the workplace, 463, 463–464
Acquisitions and mergers, 121, 389
Action plans Course of action needed
to achieve a stated goal, 157, 169, 175,
477
Active listening The process of actively decoding and interpreting verbal
messages, 367, 529, 618–619
ADA. See Americans with Disabilities
Act
Adaptive change Reintroduction of a
familiar practice, 383
ADEA. See Age Discrimination in
Employment Act
Adhocracy culture Type of organizational culture that has an external focus
and values flexibility, 288, 288–289, 291,
292, 312
Adjourning One of five stages of forming a team; the stage in which members of
an organization prepare for disbandment,
511
Administrative management Management concerned with managing the total organization, 47, 48, 49–50
Adverse impact Effect an organization has when it uses an employment
practice or procedure that results in unfavorable outcomes to a protected class
(such as Hispanics) over another group of
people (such as non-Hispanic whites), 356
Affective component of an attitude
The feelings or emotions one has about a
situation, 417
Affiliation needs, 463, 464
Affirmative action The focus on
achieving equality of opportunity, 357
Age, in workforce, 433–434
Age Discrimination in Employment
Act (ADEA), 355
Agency shop, 363
Age stereotypes, 421
Agreeableness, 225, 410
AI. See Artificial intelligence
Alcoholism/alcohol use, 430, 441
Alcohol tests, 338
Ambiguity
role, 443
tolerance for, 225, 257, 257
Americans with Disabilities Act
(ADA) Act that prohibits discrimination
against people with disabilities, 278, 337,
355, 436, 500
Analytical decision-making style,
258
Analytics (business analytics) Term
used for sophisticated forms of business
data analysis, such as portfolio analysis
or time-series forecast, 252–254
Anchoring and adjustment
bias The tendency to make decisions
based on an initial figure, 261
Angel investors Wealthy individuals
or retired executives who invest in small
firms, 234
Antecedents of communication, 615,
616
APEC. See Asia-Pacific Economic
Cooperation
Arbitration The process in which a
neutral third party, an arbitrator, listens to
both parties in a dispute and makes a decision that the parties have agreed will be
binding on them, 364–365
Artificial intelligence (AI) The discipline concerned with creating computer
systems that simulate human reasoning
and sensation, 25
decision-making potential of,
262–263
emotion analysis with, 415
example of, 264
in learning and development, 342
pros and cons of, 263–264
recruitment and, 338
ASEAN. See Association of Southeast
Asian Nations
Asia-Pacific Economic Cooperation
(APEC), 135
Assertiveness, 141, 142, 143
Assessment center Company
department where management
candidates participate in activities for a
few days while being assessed by
evaluators, 337
Assisted intelligence, 263
Association of Southeast Asian
Nations (ASEAN), 135
Attainable goals, 172, 172
Attire, 323
Attitude Learned predisposition
toward a given object, 34, 417
behavior and, 419, 426
in career readiness, 32–33, 34
career readiness and, 448–449
collision between reality and,
417–418
components of, 417
work-related, 426–430
Attractiveness, 422–423, 423
Audits Formal verifications of an
organization’s financial and operational
systems, 652–653
Augmented intelligence, 263
Authenticity, 542
Authority The right to perform or
command; also, the rights inherent in a
managerial position to make decisions,
give orders, and utilize resources, 301, 539
centralized, 303
decentralized, 303
Authorization cards, 361
Automated experience, 245
Autonomous intelligence, 263
Autonomy, 225, 464–465, 480
Availability bias Tendency of managers to use information readily available
from memory to make judgments; they
tend to give more weight to recent events,
260
Avoiding conflict, 527GLOSSARY/SUBJECT INDEX
IND12 Glossary/Subject Index
B
Baby boomers, 421, 433, 610
Background information, 333–334
Balanced scorecard Gives top managers a fast but comprehensive view of the organization via four indicators: (1) customer
satisfaction, (2) internal processes (3) the
organization’s innovation and improvement
activities, and (4) financial measures,
645–648, 646
Balance sheet A summary of an organization’s overall financial worth—assets
and liabilities—at a specific point in time,
651
Baldrige Award, 654
Bank loans, 233–234
Bargaining power of buyers and
suppliers, 206
BARS. See Behaviorally anchored rating
scale
Base pay Consists of the basic wage or
salary paid employees in exchange for doing
their jobs, 339
Basic assumptions, 287
BCG matrix A management strategy
by which companies evaluate their
strategic business units on the basis of (1)
their business growth rates and (2) their
share of the market, 204, 204–205
B corporation Also know as a benefit
corporation, in which the company is legally
required to adhere to socially beneficial
practices, such as helping consumers, employees, or the environment, 381–382
Behavior Actions and judgments, 419
effect of attitudes and values on, 419
individual attitudes and, 416–419, 426
learning organizations and, 67
perception and, 420–425
personality and, 410–415
stress and, 441–447
values and, 416, 419
workplace diversity and, 431–439
work-related attitudes and, 426–430
Behavioral appraisals, 347
Behavioral complexity, 537
Behavioral component of an attitude
Also known as intentional component, this
refers to how one intends or expects to behave toward a situation, 417
Behavioral decision-making style, 258
Behavioral-description interview
Type of structured interview in which the interviewer explores what applicants have
done in the past, 335
Behavioral leadership approaches
Attempts to determine the distinctive styles
used by effective leaders, 550, 550–556
Behaviorally anchored rating scale
(BARS) Employee gradations in performance rated according to scales of specific
behaviors, 347
Behavioral objectives, 175
Behavioral science approach Relies
on scientific research for developing
theories about human behavior that can
be used to provide practical tools for
managers, 48, 54–55
Behavioral viewpoint Emphasizes
the importance of understanding human
behavior and of motivating employees
toward achievement, 48, 51–55
Behavior modification, 483
Benchmarking A way to measure
something against a standard, the benchmark, 202, 202, 669–670
Benefits Additional nonmonetary
forms of compensation, 339, 354, 355
Best practices A set of guidelines, ethics
or ideas that represent the most efficient or
prudent course of action, 670
Bias
availability, 260
commitment, 262
confirmation, 261
in decision making, 239
framing, 261–262
fundamental attribution bias, 424
hindsight, 261
implicit, 422
information, 239
negativity, 366
overconfidence, 261
representative, 260
self-serving bias, 424
sunk-cost, 261
Big Data Stores of data so vast that
conventional database management
systems cannot handle them, 25, 62,
254–256
Big Data analytics The process of
examining large amounts of data of a variety of types to uncover hidden patterns,
unknown correlations, and other useful
information, 254–256
Big Five personality dimensions They are (1) extroversion, (2)
agreeableness, (3) conscientiousness, (4)
emotional stability, and (5) openness to
experience, 225, 410
Biometric Information Privacy Act, 611
Bite-size learning, 342
Board of directors, 79, 81, 106
Body language, 409, 581, 597
Bonuses Cash awards given to
employees who achieve specific
performance objectives, 295, 488
Boundaryless organization A fluid,
highly adaptive organization whose
members, linked by information technology,
come together to collaborate on common
tasks; the collaborators may include competitors, suppliers, and customers, 309–310
Bounded rationality One type of nonrational decision making; the ability of decision makers to be rational is limited by
numerous constraints, 244
Boycotts, 87
Brainstorming Technique used to help
groups generate multiple ideas and alternatives for solving problems; individuals in a
group meet and review a problem to be solved,
then silently generate ideas, which are collected and later analyzed, 269–270, 270
Brainwriting, 270
Brand recognition, 189, 605–606
Brazil, emerging economy of, 138, 138
Break-even analysis A way of identifying how much revenue is needed to cover
the total costs of developing and selling a
product, 684–686, 685
Brexit (British exit from EU), 91, 134,
134, 382
Bribes, 147–148
BRICS countries, 138, 138
Budgets A formal financial projection,
157, 650–651
Buffers Administrative changes that
managers can make to reduce the stressors that lead to employee burnout, 445
Bullying Repeated mistreatment of one
or more persons by one or more perpetrators. It’s abusive, physical, psychological,
verbal, or nonverbal behavior that is
threatening, humiliating, or intimidating,
359–360, 359–360, 372GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND13
Bureaucracy, 50
Bureaucratic control The use of
rules, regulations, and formal authority to
guide performance, 643, 643
Burnout State of emotional, mental,
and even physical exhaustion, 442
Business analytics, 252–254
Business ethics, 247–248
Business-level strategy Focuses on
individual business units or product/service
lines, 191, 191–192
Business model Outline of need the
firm will fill, the operations of the business,
its components and functions, as well as the
expected revenues and expenses, 158
Business plan A document that outlines a proposed firm’s goals, the strategy
for achieving them, and the standards for
measuring success, 158–159, 230–231
Business skills, 549
Buyers, bargaining power of, 206
Buzzwords, 585
C
CAFTA-DR. See Central America Free
Trade Agreement
Canada
individualism in, 140
in NAFTA, 134
tipping customs in, 139
Career counseling, 447
Career readiness Represents the extent
to which you possess the knowledge, skills,
and attributes desired by employers, 30
critical thinking/problem solving and,
180, 272
cross-cultural awareness and, 117,
149–150
development of, 35–36
emotional regulation and, 449
levels of, 30, 31
management of, 37, 37, 69–70,
671–673
model of, 30–35, 32–33
networking skills and, 180, 623–624
open mind and suspension of judgment
in, 181
openness to change and, 402–403
personal adaptability and, 149, 315
planning for, 157
positive approach and, 448–449
proactive learning orientation and,
180, 181, 315
professionalism and work ethic in, 108
receiving feedback, 366–367
self-awareness and, 149, 572–573
strategic thinking and, 213–214
task-based/functional knowledge and,
180, 214
understanding the business and, 180,
214, 314–315
Cascading goals Objectives are structured in a unified hierarchy, becoming
more specific at lower levels of the organization, 176–177
CA-SuperProject, 683
Causal attribution The activity of inferring causes for observed behavior, 424
C corporations, 232
Central America Free Trade Agreement (CAFTA-DR), 135
Centralized authority Organizational
structure in which important decisions are
made by upper managers—power is concentrated at the top, 303
Chain of command, 300–301
Change. See Organizational change
Change agent A person inside or outside the organization who can be a catalyst
in helping deal with old problems in new
ways, 389, 400
Changing stage of organizational
change, 384, 384
Charisma Form of interpersonal attraction that inspires acceptance and
support, 564
Charismatic leadership Once
assumed to be an individual inspirational
and motivational characteristic of
particular leaders, now considered part of
transformational leadership, 564
Cheating, 27–28, 93
China
collectivism in, 140
emerging economy of, 138, 138
foreign investments by, 127
import quotas issued by, 132
lower labor costs in, 127, 128
tariff dispute with, 131
tipping customs in, 139
Civil Rights Act (1991), 355
Civil Rights Act, Title VII (1964), 355,
356, 358, 439
Clan culture Type of organizational
culture that has an internal focus and values flexibility rather than stability and
control, 288, 288, 291
Classical model of decision making.
See Rational model of decision making
Classical viewpoint Emphasized
finding ways to manage work more efficiently, assumed that people are rational.
It had two branches—scientific and administrative, 47–50, 48
Clawbacks Rescinding the tax breaks
when firms don’t deliver promised jobs, 85
Climate change Refers to major
changes in temperature, precipitation,
wind patterns, and similar matters occurring over several decades, 103–104, 669
Closed shop, 363
Closed system A system that has little interaction with its environment, 60
Cloud computing The storing of software and data on gigantic collections of
computers located away from a company’s
principal site, 25, 376
Coalition tactics, 541
COBRA. See Consolidated Omnibus
Budget Reconciliation Act
Code of ethics A formal, written set
of ethical standards that guide an organization’s actions, 97–98
Coercive power One of five sources
of a leader’s power that results from the
authority to punish subordinates, 539
Cognitive abilities, 549
Cognitive component of an attitude The beliefs and knowledge one
has about a situation, 417
Cognitive dissonance Psychological
discomfort a person experiences between
his or her cognitive attitude and incomparable behavior, 418–419, 469
Cognitive empathy, 617
Cognitive reframing, 418–419
COLA. See Cost-of-living adjustment
clause
Collaboration Act of sharing information and coordinating efforts to achieve a
collective outcome, 513–514, 527, 529
Collaborative computing Using
state-of-the-art computer software and hardware, to help people work better together, 25
Collective bargaining Negotiations between management and employees regarding disputes over compensation, benefits,
working conditions, and job security, 354GLOSSARY/SUBJECT INDEX
IND14 Glossary/Subject Index
Collectivism, 140, 141, 142
College graduates, underemployed,
437
Commissions, 488
Commitment bias, 262
Common purpose A goal that unifies
employees or members and gives everyone
an understanding of the organization’s
reason for being, 300
Commonweal organizations, 14
Communication barriers
cross-cultural, 595–596
gender, 598, 598–599
nonverbal, 596–597, 597
overview, 592, 592
personal, 593–595
physical, 592–593, 593
Communication The transfer of
information and understanding from one
person to another, 582. See also Social
media
barriers to, 592, 592–599
conflict due to failures in, 524
cultural differences in, 144–145,
595–596
empathy in, 581
formal channels of, 588–589, 589
gender differences in, 598, 598–599
in human resource management, 339
improving effectiveness of,
615–622
informal channels of, 589–591
medium for, 586, 586–587
in meetings, 591
nonverbal, 581, 596–597, 597
process of, 583, 583–585
social media and, 600–614
verbal vs. written, 15
Communities, as stakeholders, 85
Compassionate empathy, 617
Compensation Payment comprising
three parts: wages or salaries, incentives,
and benefits, 339
of chief executives, 7
issues related to, 354, 355, 363–364
in nursing profession, 371
types of, 339
Competence needs, 464
Competing values framework (CVF),
287–289, 288
Competition
conflict and, 524
international, 118, 118
organizational change and, 377
Competitive advantage The ability
of an organization to produce goods or
services more effectively than competitors
do, thereby outperforming them, 23–24
cultural differences and, 143–144
in Internet economy, 200
strategic management and, 161
struggle for, 22–23
sustainable, 196
Competitors People or organizations
that compete for customers or resources,
83, 207
Complexity, coping with, 538
Complexity theory The study of how
order and pattern arise from very complicated, apparently chaotic systems, 60
Compromising, conflict and, 527
Conceptual decision-making style,
258
Conceptual skills Skills that consist
of the ability to think analytically, to visualize an organization as a whole and
understand how the parts work together,
19–20, 549
Concurrent control Entails collecting performance information in real
time, 639
Concurrent engineering, 309
Confirmation bias Biased way of
thinking in which people seek information
that supports their point of view and discount data that does not, 261
Conflict Process in which one party perceives that its interests are being opposed
or negatively affected by another party,
521
constructive, 524–526
functional vs. dysfunctional, 521
intergroup, 523–524
interpersonal, 522
management of, 389, 522
methods to handle, 526–527, 527
multicultural, 524
nature of, 521
performance and, 522–523, 523
personality, 523
programmed, 525–526
resistance to change and, 401
role, 443
team conflict, 503
Conglomerate, 304
Conscientiousness, 225, 410
Consensus General agreement; group
solidarity, 269
Consideration A leadership behavior
that is concerned with group members’
needs and desires and that is directed at
creating mutual respect or trust, 551–552
Consolidated Omnibus Budget Reconciliation Act (COBRA) (1985), 355
Consultation, 541
Contemporary perspective In contrast to the historical perspective, the business approach that includes the systems,
contingency, and quality-management
viewpoints, 46, 46, 58
Content perspectives Also known as
need-based perspectives; theories that emphasize the needs that motivate people, 461
Deci and Ryan’s self-determination
theory, 464–465
Herzberg’s two-factor theory,
466–468, 467–468
Maslow’s hierarchy of needs, 52, 461,
461–462
McClelland’s acquired needs theory,
463, 463–464
Context The situational or environmental characteristics that influence our
behavior, 150
Contingency approach to organization design Approach that says organizations are more effective when they are
structured to fit the demands of the situation and when the structure is aligned
with the strategies and internal actions of
the organization, 311–313
Contingency factors, 481
Contingency leadership model A
model that determines if a leader’s style is
(1) task-oriented or (2) relationshiporiented and if that style is effective for the
situation at hand, 557–559, 558
Contingency planning Also known as
scenario planning and scenario analysis;
the creation of alternative hypothetical but
equally likely future conditions, 201–202
Contingency viewpoint The belief
that a manager’s approach should vary
according to—that is, be contingent on—the
individual and the environmental situation,
58, 61–62
Continuous improvement Ongoing,
small, incremental improvements in all
parts of an organization, 285, 658–659
Contract negotiation, 362
Control charts A visual statistical tool
used for quality-control purposes, 636–638,
637GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND15
Control/control systems. See also Total quality management (TQM)
areas of, 641–643
balanced scorecard and, 645–648, 646
barriers to, 665–666
effective management of, 664–666
financial tools for, 650–653, 652
keys to success, 664–665
levels of, 641
need for, 632–635, 633, 635
productivity and, 633, 667, 667–670,
669
strategy map and, 648, 649
types of, 639–640
Controlling Monitoring performance,
comparing it with goals, and taking corrective action as needed, 10, 632, 632
Control process steps The four steps
in the process of controlling: (1) establish
standards; (2) measure performance; (3)
compare performance to standards; and
(4) take corrective action, if necessary,
635, 635–639
Control standard The first step in the
control process; the performance standard
(or just standard) is the desired performance level for a given goal, 635–636
Coordinated effort The coordination
of individual efforts into a group or
organizationwide effort, 300
Core influence tactics, 542
Core self-evaluation (CSE) Represents a broad personality trait comprising
four positive individual traits: (1) selfefficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability, 411–413
Core values statement, 69–70,
165–166
Corporate culture Set of shared
taken-for-granted implicit assumptions
that a group holds and that determines
how it perceives, thinks about, and reacts
to its various environments, 69–70, 283– - See also Organizational culture
Corporate governance The system
of governing a company so that the interests of corporate owners and other stakeholders are protected, 106–107
Corporate-level strategy Focuses on
the organization as a whole, 191, 191
Corporate loitering policy, 578–579
Corporate social responsibility
(CSR) The notion that corporations are
expected to go above and beyond following
the law and making a profit, to take actions that will benefit the interests of society as well as of the organization, 100
climate change and, 103–104
effects of, 104, 105
philanthropy and, 104
pyramid of, 100, 101
viewpoints on, 100–102
Corporate wellness programs,
446–447, 500–501
Corporation An entity that is separate
from its owners, meaning it has its own
legal rights, independent of its owners—it
can sue, be sued, own and sell property,
and sell the rights of ownership in the
form of stocks, 232–233
Corruption, 147–148
Cost-focus strategy One of Porter’s
four competitive strategies; keeping the
costs, and hence prices, of a product or
service below those of competitors and to
target a narrow market, 207–208
Cost-leadership strategy One of
Porter’s four competitive strategies; keeping the costs, and hence prices, of a product or service below those of competitors
and to target a wide market, 207
Cost-of-living adjustment (COLA)
clause Clause in a union contract that
ties future wage increases to increases in
the cost of living, 364
Counterproductive work behaviors
(CWB) Types of behavior that harm employees and the organization as a whole, 430
Counterthrusters, 388
Countertrading Bartering goods for
goods, 129
Creativity, 226, 375, 398
Credibility, 594
Crime, white-collar, 95–97
Crises, responses to organizational,
294
Critical thinking, 180, 272
Cross-cultural awareness The ability to operate in different cultural settings,
117, 122–123, 149–150
Cross-cultural issues
communication, 595–596
relationship building, 524
Cross-functional teams A team that is
staffed with specialists pursuing a common
objective, 507
Crowdfunding Raising money for a
project or venture by obtaining many small
amounts of money from many people (“the
crowd”), 86, 605
Crowd investing Allows a group of
people—the crowd—to invest in an entrepreneur or business online, 234
Crowdsourcing The practice of obtaining needed services, ideas, or content
by soliciting contributions from a large
group of people and especially from the
online community, such as Facebook and
Twitter users, 396, 605
CSR. See Corporate social responsibility
Cultural area, control of, 643
Cultural differences. See also Diversity
communication and, 144–145, 595–596
competitive advantage and, 143–144
conflict and, 524
GLOBE project and, 141–143,
142–143
interpersonal space and, 144, 145
language and, 144
law and political stability and,
146–148
meetings and, 146
national culture and, 140
overview of, 139–140
religion and, 146, 147
stereotypes and, 420–422
time orientation and, 145
tipping customs and, 139
in workforce, 435
Culture The shared set of beliefs, values, knowledge, and patterns of behavior
common to a group of people, 140, 595.
See also Organizational culture
business travel and, 117
communication issues and, 595–596
dimensions of, 141–143, 142–143
high-context, 140
importance of, 291, 291–292
of innovation, 395
low-context, 140
transmission of, 290–291
Current reality assessment Assessment to look at where the organization
stands and see what is working and what
could be different so as to maximize efficiency and effectiveness in achieving the
organization’s mission, 193–194
Curse of knowledge, 241
Customer divisions Divisional structures in which activities are grouped
around common customers or clients,
305–306, 306GLOSSARY/SUBJECT INDEX
IND16 Glossary/Subject Index
Customer satisfaction, 646–647
Customers Those who pay to use an
organization’s goods or services, 82
balanced scorecard and, 646–647
collaboration with, 398
complaints by, 230
foreign, 123
organizational change and, 381–382
performance appraisals by, 347
responsiveness to, 23
social responsibility effect on, 105
as stakeholders, 82
CVF. See Competing values framework
CWB. See Counterproductive work
behaviors
Cyberbullying, 360
Cybercrime, 256, 610
Cyberloafing Is using the Internet at
work for personal use, 608, 608
D
Databases Computerized collections
of interrelated files, 25
Data centers, 255
Data-mining techniques, 254
Deadlines, 177
Decentralized authority Organizational structure in which important
decisions are made by middle-level and
supervisory-level managers—power is
delegated throughout the organization,
303
Decentralized control An approach
to organizational control that is characterized by informal and organic structural
arrangements, the opposite of bureaucratic
control, 643
Decision A choice made from among
available alternatives, 240
Decisional roles Managers use information to make decisions to solve problems or take advantage of opportunities.
The four decision-making roles are entrepreneur, disturbance handler, resource allocator, and negotiator, 17, 18
Decision-making styles Styles that
reflect the combination of how an individual perceives and responds to information,
257, 257–259
know your own, 259
types of, 258
value orientation and tolerance for
ambiguity and, 257, 257
Decision making The process of identifying and choosing alternative courses of
action, 240
analytics and, 252–254
barriers to, 260
bias in, 239, 260–262
Big Data and, 254–256
decentralization of, 635
ethical, 242, 247–249, 249
evidence-based, 250–252, 251
group, 265–271
knowledge and, 241
methodology for, 273
nonrational model of, 244–246
rational model of, 242, 242–244, 244
strategies for, 239
systems of, 241
Decision tree Graph of decisions and
their possible consequences, used to create
a plan to reach a goal, 248–249, 249
Decoding barriers, 592
Decoding Interpreting and trying to
make sense of a message, 584
Defensive communication Form of
communication that is either aggressive,
attacking, angry, passive, or withdrawing,
615, 616
Defensiveness Occurs when people
perceive they are being attacked or threatened, 367
Defensive strategy Also called retrenchment strategy, one of three grand
strategies, this strategy involves reduction
in the organization’s efforts, 203–204, 204
Delegation The process of assigning
managerial authority and responsibility to
managers and employees lower in the hierarchy, 302
Deming management Ideas proposed by W. Edwards Deming for making
organizations more responsive, more democratic, and less wasteful, 655
Demographic forces Influences on
an organization arising from changes in
the characteristics of a population, such as
age gender, or ethnic origin, 90, 380, 381
Demographics, 90
Demotion, 351
Departmental goals, 176
Detached listening style, 619
Development process, 341, 341–343,
490
Devil’s advocacy Taking the side of
an unpopular point of view for the sake of
argument, 270, 271, 525–526
Diagnosis Analyzing the underlying
causes, 242, 390
Dialectic method Role-playing two
sides of a proposal to test whether it is
workable, 270, 525
Diet & Health: With Key to the Calories
(Peters), 423
Differential rate system, 48
Differentiation The tendency of the
parts of an organization to disperse and
fragment, 313
Differentiation strategy One of Porter’s four competitive strategies; offering
products or services that are of unique and
superior value compared with those of competitors but to target a wide market, 207
Digital communication. See Social
media
Directive decision-making style, 258
Discipline, employee, 351
Discrimination. See Workplace discrimination
Dismissal, employee, 351–353, 352
Disparate treatment Results when
employees from protected groups (such as
disabled individuals) are intentionally
treated differently, 356
Disruptive innovation Process by
which a product or service takes root initially in simple applications at the bottom
of a market and then relentlessly moves
up market, eventually displacing established competitors, 23, 377
Distributive justice Reflects the perceived fairness of how resources and rewards are distributed or allocated, 471
Distributors People or organizations
that help another organization sell its
goods and services to customers, 84
Diversification Strategy by which a
company operates several businesses in
order to spread the risk, 205
Diversity All the ways people are unlike
and alike—the differences and similarities
in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background, 431. See also Cultural
differences
barriers to, 437–439
in financial services industry, 452–454
layers of, 432–433
managing for, 26
stereotypes and, 420–422
trends in workforce diversity, 433–437GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND17
Diversity climate Is a subcomponent
of an organization’s overall climate and is
defined as the employees’ aggregate “perceptions about the organization’s diversityrelated formal structure characteristics
and informal values,” 438
Diversity wheel, 432, 432
Divisional goals, 176
Divisional structure The third type of
organizational structure, whereby people
with diverse occupational specialties are put
together in formal groups according to
products and/or services, customers and/or
clients, or geographic regions, 305–306, 306
Division of labor Also known as work
specialization; arrangement of having
discrete parts of a task done by different
people. The work is divided into particular
tasks assigned to particular workers, 300
Dominating, conflict and, 527
Downsizing, 351
Downward communication Communication that flows from a higher level
to a lower level, 588, 589
Dress code, 323
Driverless cars, 89, 198, 381
Drug tests, 338, 338
Drug use, 430, 441, 533
Dumping The practice of a foreign company’s exporting products abroad at a lower
price than the price in the home market—or
even below the costs of production—in order
to drive down the price of a competing
domestic product, 132
Dunning-Kruger effect A cognitive
bias whereby people who are incompetent
at something are unable to recognize their
own incompetence. And not only do they
fail to recognize their incompetence,
they’re also likely to feel confident that
they actually are competent, 573, 631
Dysfunctional conflict Conflict that
hinders the organization’s performance or
threatens its interests, 521
E
EAPs. See Employee assistance programs
E-business Using the Internet to facilitate every aspect of running a business, 24
E-commerce Electronic commerce—
the buying and selling of goods or services
over computer networks, 24, 119
Economic community. See Trading bloc
Economic forces General economic conditions and trends—unemployment, inflation,
interest rates, economic growth—that may
affect an organization’s performance, 88
Economy, global, 120–121
EEO Commission. See Equal Employment Opportunity Commission
Effectiveness To achieve results, to
make the right decisions, and to successfully carry them out so that they achieve
the organization’s goals, 5–6
Efficiency To use resources—people,
money raw materials, and the like—wisely
and cost effectively, 5
effectiveness vs., 5–6
importance of, 24
social responsibility and, 103
Ego, 594
E-learning, 342
Electronic brainstorming Technique
in which members of a group come together
over a computer network to generate ideas
and alternatives, 270
E-mail, 611, 612
Embargoes A complete ban on the
import or export of certain products, 132
Emotional empathy, 617
Emotional intelligence The ability to
cope, to empathize with others, and to be
self-motivated, 414, 414–415
Emotional regulation, 449
Emotional stability Is the extent to
which people feel secure and unworried and
how likely they are to experience negative
emotions under pressure, 225, 410, 413
Empathy Represents the ability to recognize and understand another person’s
feelings and thoughts, 415, 526, 581, 617,
617–618
Employee assistance programs
(EAPs) Host of programs aimed at
helping employees to cope with stress,
burnout, substance abuse, health-related
problems, family and marital issues, and
any general problems that negatively influence job performance, 446
Employee engagement A mental
state in which a person performing a work
activity is fully immersed in the activity,
feeling full of energy and enthusiasm for
the work, 426, 426–427
Employee Polygraph Protection Act
(1988), 334
Employee Retirement Income Security Act (ERISA), 355
Employees. See also Human resource
(HR) management
demotion of, 351
discipline for, 351
dismissal of, 351–353, 352
firing of, 351–352, 352
foreign, 123
GPS tracking of, 680
health and safety of, 354
insubordination of, 74
layoff of, 351
legislation and regulations protecting,
355
noncompete agreements and, 373
as owners, 80
perceptions, 471
performance feedback for, 345–349,
349
predicting future needs for, 328
promotion of, 295, 350
resistance to change in, 399,
399–401
social responsibility effect on, 105
as stakeholders, 79, 81
transfer of, 351
voice of, 472
Employment interviews, 69–70, 273,
323, 334–336
Employment tests Tests legally considered to consist of any procedure used
in the employment selection process,
336–338
Empowering leadership A form of
leadership that represents the extent to
which a leader creates perceptions of
psychological empowerment in others,
552–554
Empowerment
leadership and, 552–554
quality and, 657
of teams, 308
Enacted values Values and norms
actually exhibited in the organization,
287
Encoding barriers, 592
Encoding Translating a message into
understandable symbols or language,
584
Enterprise resource planning
(ERP) Software information systems for
integrating virtually all aspects of a business, 669GLOSSARY/SUBJECT INDEX
IND18 Glossary/Subject Index
Entrepreneur Someone who sees a new
opportunity for a product or service and
launches a business to try to realize it, 222
characteristics of, 224–226, 225
examples of, 221–222, 235–236
types of, 222–223
Entrepreneurship The process of taking risks to try to create a new enterprise,
222–224
global importance of, 226–228
innovation and, 226, 227
job creation and, 227
self-employment vs., 223–224
standard of living and, 228
Epiphany, 245, 246
The Episodic Career (Chideya), 332
Equal employment opportunity, 355,
356
Equal Employment Opportunity
(EEO) Commission U.S. panel whose
job it is to enforce anti-discrimination and
other employment related laws, 336, 337,
356, 433, 439, 453
Equality, 526
Equal Pay Act (1963), 355
Equity theory In the area of employee
motivation, the focus on how employees
perceive how fairly they think they are
being treated compared with others,
469–472, 470
ERISA. See Employee Retirement
Income Security Act
ERP. See Enterprise resource planning
Escalation of commitment
bias When decision makers increase
their commitment to a project despite negative information about it, 262
Espoused values Explicitly stated
values and norms preferred by an organization, 286–287
Esteem needs, 461, 461
Ethical behavior Behavior that is accepted as “right” as opposed to “wrong”
according to those standards, 93, 98
Ethical climate A term that refers to
employees’ perceptions about the extent to
which work environments support ethical
behavior, 77, 97
Ethical dilemma A situation in which
you have to decide whether to pursue a
course of action that may benefit you or
your organization but that is unethical or
even illegal, 92, 95
Ethical leadership Is directed by
respect for ethical beliefs and values for
the dignity and rights of others, 553
Ethical/legal issues
abusive behavior, 93
airline accommodation for overweight
individuals, 454
approaches to, 95
cheating, 27–28, 93–94
corporate loitering policy, 578–579
emotional support animals, 278–279
employee firing, 407
employee theft, 93
GPS tracking of employees, 680
in human resource management,
354–360, 355, 358
insubordinate employees, 74
lying on resume, 333
for managers, 27–28
marijuana use, 533
misusing company time, 93
noncompete agreements, legality of, 373
pharmaceutical profits, 185–186
postponement of presentations, 41
Qatar hosting 2022 World Cup,
154–155
selling bank accounts to students, 219
socializing outside work hours, 320
social media posts, 628–629
student loan forgiveness, 114–115
violating corporate Internet policies, 94
white-collar crime and, 95–97
workplace wellness programs, 500–501
Ethics Standards of right and wrong
that influence behavior, 93
in business, 247–248
codes of, 97–98
in consumer behavior, 109
corporate governance and, 106
in decision making, 242, 247–249, 249
leadership and, 567, 567
methods to promote, 97–99
moral development and, 96–97
overview of, 93–94
social responsibilities and, 100–105
strategies for being more ethical,
108–109
values and, 94
Ethics officers Individuals trained in
matters of ethics in the workplace, particularly about resolving ethical dilemmas, 248
Ethnocentric managers Managers
who believe that their native country, culture, language, and behavior are superior
to all others, 124–125
Ethnocentrism The belief that one’s
native country, culture, language, abilities,
and/or behavior are superior to those of
another culture, 437, 595
European Union (EU) Union of 28
trading partners in Europe, 135
Brexit (British exit from EU), 91, 134,
134, 382
economic integration of, 91
imports by, 118
Evaluation
of organizational development, 390
in rational model of decision making,
243
Everybody’s Business: The Unlikely Story
of How Big Business Can Fix the World
(Miller & Parker), 78
Evidence-based decision making,
250–252, 251
Evidence-based management
Translation of principles based on best evidence into organizational practice, bringing
rationality to the decision-making process,
62, 250, 250–256, 645
Exchange, 541
Exchange rates The rate at which the
currency of one area or country can be
exchanged for the currency of another’s,
136–137, 137
Execution: The Discipline of Getting Things
Done (Bossidy and Charan), 209
Execution Using questioning, analysis,
and follow-through in order to mesh strategy
with reality, align people with goals, and
achieve the results promised, 209, 209–212
Exit interview Is a formal conversation
between a manager and a departing employee to find out why he or she is leaving
and to learn about potential problems in
the organization, 353
Expatriates People living or working
in a foreign country, 148, 524
Expectancy The belief that a particular level of effort will lead to a particular
level of performance, 474
Expectancy theory Theory that suggests that people are motivated by two
things: (1) how much they want something
and (2) how likely they think they are to
get it, 473–475, 474
Expertise, 245, 604–605
Expert power One of five sources of a
leader’s power, resulting from specialized
information or expertise, 539
Exporting Producing goods domestically and selling them outside the country,
129, 129GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND19
Expropriation A government’s seizure of
a domestic or foreign company’s assets, 147
External audits Formal verification by
outside experts of an organization’s financial accounts and statements, 653
External communication Communication between people inside and outside
an organization, 589
External dimensions of diversity Human differences that include an element of
choice; they consist of the personal characteristics that people acquire, discard, or
modify throughout their lives, 433
External locus of control, 226, 413
External recruiting Attracting job applicants from outside the organization,
329–330, 330
External stakeholders People or
groups in the organization’s external environment that are affected by it, 80, 82
in general environment, 87–91
in task environment, 82–87
Extinction The weakening of behavior
by ignoring it or making sure it is not reinforced, 483, 484
Extrinsic reward The payoff, such as
money, that a person receives from others
for performing a particular task, 459
Extroversion, 225, 410
Eye contact, 596
F
Face-to-face interactions, 128, 509,
590–591
Facial expressions, 596–597
Failure and mistakes, 395, 401
Fair Labor Standards Act Legislation
passed in 1938 that established minimum
living standards for workers engaged in
interstate commerce, including provision of
a federal minimum wage, 354
Fair Minimum Wage Act (2007), 355
Fairness, 95, 350
Family demands, 438–439,
443–444, 444
Family & Medical Leave Act (1993), 355
Feedback Information about the reaction of the environment to the outputs that
affect the inputs, 59, 59, 584
in communication process, 583, 584
control function of, 634
in goal-setting theory, 477
job design and, 480
organizational change and, 387
in organizational development, 390
receiving, 366–367
on teams, 515–516
Feedback barriers, 592
Feedback control Amounts to collecting performance information after a task
or project is done, 639–640
Feedforward control Focuses on preventing future problems, 639
Femininity vs. masculinity, 141
Fertility rates, 90
Financial area, control of, 643
Financial capital
access to, 127
innovation and, 398
Financial institutions, as stakeholders,
86
Financial literacy, 653
Financial management, tools for,
650–653, 652
Financial statements Summary of
some aspect of an organization’s financial
status, 651–652, 652
Firings, employee, 351–352, 352
First impressions, 281, 409
First-line managers One of four managerial levels; they make short-term operating decisions, directing the daily tasks of
nonmanagerial personnel, 12–13, 167, 168
Fit, 191, 314–315, 517. See also Person–
organization (PO) fit
Fixed budgets Allocation of resources
on the basis of a single estimate of costs, 651
Flat organization Organizational
structure with few or no levels of middle
management between top managers and
those reporting to them, 46, 300
Flexible budgets, 651
Flexible workplace, 490
Flex-time, 490
Flourishing Represents the extent to
which our lives contain PERMA resulting
in “goodness…growth, and resilience,” 491
Flowcharts A useful graphical tool for
representing the sequence of events required to complete a project and for laying
out “what-if” scenarios, 681–682, 682
Focused-differentiation strategy One
of Porter’s four competitive strategies; offering
products or services that are of unique and
superior value compared to those of competitors and to target a narrow market, 208, 208
Followers, 570–571
FOMO Fear of missing out or of being
out of touch with something happening in
your social network, 608–609, 624
Forced ranking performance review
systems Performance review systems
whereby all employees within a business
unit are ranked against one another, and
grades are distributed along some sort of
bell curve, like students being graded in a
college course, 348
Force-field analysis A technique to
determine which forces could facilitate a
proposed change and which forces could
act against it, 387–388
Forcing, conflict and, 527
Forecast A vision or projection of the
future, 200–202
Foreign Corrupt Practices Act
(1978) Act that makes it illegal for
employees of U.S. companies to make “questionable” or “dubious” contributions to political decision makers in foreign nations, 148
Formal communication channels Communications that follow the
chain of command and are recognized as
official, 588–589, 589
Formal group A group, headed by a
leader, that is established to do something
productive for the organization, 506
Formal statements, 293
Forming The first of the five stages of
forming a team, in which people get oriented and get acquainted, 510
For-profit organizations, 14, 298
Four management functions The
management process that “gets things
done”: planning, organizing, leading, and
controlling, 9
Framing bias The tendency of decision makers to be influenced by the way a
situation or problem is presented to them,
261–262
Franchising A form of licensing in
which a company allows a foreign company to pay it a fee and a share of the
profit in return for using the first company’s brand name and a package of materials and services, 129–130GLOSSARY/SUBJECT INDEX
IND20 Glossary/Subject Index
Free trade The movement of goods
and services among nations without political or economic obstruction, 131
Fringe benefits. See Benefits
Full-range leadership Approach that
suggests that leadership behavior varies
along a full range of leadership styles,
from take-no-responsibility (laissez-faire)
“leadership” at one extreme through transactional leadership, to transformational
leadership at the other extreme, 563
Functional conflict Conflict that benefits the main purposes of the organization and serves its interests, 521
Functional knowledge, 180, 214
Functional-level strategy Applies to
the key functional departments or units
within the business units, 191, 192
Functional manager Manager who is
responsible for just one organizational
activity, 13
Functional structure The second type
of organizational structure, whereby people
with similar occupational specialties are
put together in formal groups, 305, 305
Fundamental attribution bias Tendency whereby people attribute another
person’s behavior to his or her personal
characteristics rather than to situational
factors, 424
Future orientation, 141, 143
G
Gainsharing The distribution of savings or “gains” to groups of employees
who reduce costs and increase measurable
productivity, 488
Gantt charts A kind of time schedule—
a specialized bar chart that shows the relationship between the kind of work tasks
planned and their scheduled completion
dates, 683, 683–684
GDP. See Gross domestic product
Gender
communication differences and, 598,
598–599
pay inequality and, 356, 371, 434
traits and, 545–547
in workforce, 434–435
Gender egalitarianism, 141, 142
General and Industrial Management
(Fayol), 50
General environment Also called
macroenvironment; in contrast to the task
environment, it includes six forces: economic, technological, sociocultural, demographic, political-legal, and international,
87–91
Generalized self-efficacy Individuals’ perception of their ability to perform
across a variety of different situations,
225, 411–412
General manager Manager who is responsible for several organizational activities, 13–14
General partnership, 232
Generational differences, communication and, 594–595
Genetic Information Nondiscrimination Act, 500
Gen X, 595
Gen Y. See Millennials
Gen Z. See Millennials
Geocentric managers Managers who
accept that there are differences and similarities between home and foreign personnel and practices and that they should use
whatever techniques are most effective, 125
Geographic divisions Divisional
structures in which activities are grouped
around defined regional locations, 306
Gestures, 597
Gig economy, 332, 661
Givebacks Negotiation tactic in which
the union agrees to give up previous wage
or benefit gains in return for something
else, 364
Glass ceiling The metaphor for an invisible barrier preventing women and minorities from being promoted to top
executive jobs, 435
Global economy The increasing
tendency of the economies of the world to
interact with one another as one market
instead of many national markets, 120–
121
Globalization The trend of the world
economy toward becoming a more interdependent system, 118
competition and, 118, 118
cultural awareness and, 117, 122–123,
149–150
managing for, 26–27
productivity and, 669
Global management
attitudes and, 124–125
benefits of learning about, 123–124
BRICS countries, 138, 138
cross-cultural awareness and, 117,
122–123, 149–150
cultural differences and, 139–148
electronic commerce, 119
exchange rates and, 136–137, 137
expansion methods and, 126–130, 127
expatriates and, 148
global competition, 118, 118
global economy, 120–121
international markets, growing, 126–130
megamergers and, 121
minifirms and, 121
most favored nation trading status
and, 136
organizations promoting trade and,
133, 133
trade issues and, 131–138
trading blocs and, 134–136, 135
travel issues and, 117
Global mind-set Your belief in your
ability to influence dissimilar others in a
global context, 549
Global outsourcing Also called offshoring; use of suppliers outside the
United States to provide labor, goods, or
services, 128–129
Global village The “shrinking” of time
and space as air travel and the electronic
media have made it easier for the people
around the globe to communicate with
one another, 119
Global warming One aspect of climate change, refers to the rise in global
average temperature near the Earth’s surface, caused mostly by increasing concentrations in the atmosphere of greenhouse
gases, such as carbon emissions from fossil fuels, 103–104
GLOBE project A massive and ongoing cross-cultural investigation of nine cultural dimensions involved in leadership
and organizational processes, 141–143,
142–143
Goal displacement The primary goal
is subsumed to a secondary goal, 266
Goals Also known as objective; a specific
commitment to achieve a measurable result
within a stated period of time, 169, 477
cascading, 176–177
identifying, 624
long-term, 169, 170, 494
organizational, 295
setting, 157, 177, 475–477, 631GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND21
short-term, 169, 170–171, 495
SMART, 157, 172–173, 177, 494
strategies for achievement, 495
types of, 169–173
Goal-setting theory Employeemotivation approach that employees can
be motivated by goals that are specific
and challenging but achievable, 475–477
Government regulators Regulatory
agencies that establish ground rules under
which organizations may operate, 86
Grand strategies, 194, 203–205, 217
Grapevine The unofficial communication system of the informal organization,
590
Gratitude, 491–492
Great Recession (2007-2009), 78, 88
Greenfield venture A foreign subsidiary that the owning organization has
built from scratch, 130
Grievance Complaint by an employee
that management has violated the terms
of the labor-management agreement, 364
Gross domestic product (GDP), 668,
668
Group cohesiveness A “we feeling”
that binds group members together, 511
Group decision making. See also
Decision making
advantages of, 265
characteristics of, 267–268
consensus and, 269
disadvantages of, 265–266
guidelines for, 268
problem-solving techniques for,
269–271
Group Two or more freely interacting
individuals who share collective norms,
share collective goals, and have a common identity, 505. See also Teams
demands of, 444–445
formal vs. informal, 506
managing conflict in, 521–527
size of, 267
stages of development for, 510,
510–512
teams vs, 505
Groupthink A cohesive group’s blind
unwillingness to consider alternatives.
This occurs when group members strive
for agreement among themselves for the
sake of unanimity and avoid accurately
assessing the decision situation, 265–267,
266, 524
Groupthink (Janis), 266
Group training, 340
Growth strategy One of three grand
strategies, this strategy involves expansion—
as in sales revenues, market share, number
of employees, or number of customers or
(for nonprofits) clients served, 203, 204
H
Hacking, 256
Halo effect An effect in which we form
a positive impression of an individual
based on a single trait, 422–423
Happiness, managing for, 28–29
Hawthorne effect Employees work
harder if they receive added attention, if
they think managers care about their welfare and if supervisors pay special attention to them, 52
Hawthorne studies, 52
Health Insurance Portability &
Accountability Act (HIPAA) (1996),
355, 500
Hero A person whose accomplishments
embody the values of the organization, 290
Heuristics Strategies that simplify the
process of making decisions, 260
Hierarchy culture Type of organizational culture that has an internal focus
and values stability and control over flexibility, 288, 289, 291
Hierarchy of authority Also known
as chain of command; a control mechanism for making sure the right people do
the right things at the right time, 300–301
Hierarchy of needs theory Psychological structure proposed by Maslow whereby
people are motivated by five levels of needs:
(1) physiological, (2) safety, (3) love, (4)
esteem, and (5) self-actualization, 461
background of, 52
explanation of, 461, 461–462
High-context culture Culture in
which people rely heavily on situational
cues for meaning when communicating
with others, 140
High-control situations, 558, 558
High-end products, 129
High-school dropouts, 437
High-touch jobs, 12
Hindsight bias The tendency of people to view events as being more predictable than they really are, 261
HIPAA. See Health Insurance Portability & Accountability Act
Hiring decisions
ethics screening and, 97
social media and, 323, 601–603
soft skills and, 336
Historical perspective In contrast to
the contemporary perspective, the view of
management that includes the classical,
behavioral, and quantitative viewpoints,
46, 46, 47, 48
Hofstede model of four cultural
dimensions Identifies four dimensions
along which national cultures can be
placed: (1) individualism/collectivism, (2)
power distance, (3) uncertainty avoidance,
and (4) masculinity/femininity, 140–141
Holistic hunch, 245
Holistic wellness program Program
that focuses on self-responsibility, nutritional awareness, relaxation techniques,
physical fitness, and environmental awareness, 446
Hollow structure Often called network structure; structure in which the organization has a central core of key
functions and outsources other functions
to vendors who can do them cheaper or
faster, 309, 309–310
Holocracy, 45–46, 296
Horizontal communication Communication that flows within and between work
units; its main purpose is coordination, 589
Horizontal design Arrangement in
which teams or workgroups, either temporary or permanent, are used to improve
collaboration and work on shared tasks
by breaking down internal boundaries,
307–309, 308
Horizontal loading, 479
Horizontal specialization, 299
Horn-and-halo effect, 422
Hostile environment, 358, 439
Hot, Flat, and Crowded (Friedman), 28
HR management. See Human
resources management
Human capital Economic or productive
potential of employee knowledge, experience, and actions, 325–326, 371, 398, 490GLOSSARY/SUBJECT INDEX
IND22 Glossary/Subject Index
Humane orientation, 141, 143
Human relations movement The
movement that proposed that better
human relations could increase worker
productivity, 48, 52–53
Human resource (HR) management The activities managers perform
to plan for, attract, develop, and retain a
workforce, 324–326
compensation and benefits and, 339
controls used in, 642
employee selection and, 333–338
innovation and, 398
labor-management issues for,
361–365, 363
legal issues for, 354–360, 355, 358
organizational change and, 382
orientation, training, and development and, 340–343
performance appraisal and, 344,
344–349, 349
planning and, 326–328
promotions, transfers, discipline, and
dismissals, 350–353
recruitment and, 329–332, 330, 338
strategic planning and, 325, 325
Human resource inventory A report
listing an organization’s employees by
name, education, training, languages, and
other important information, 328
Human skills Skills that consist of the
ability to work well in cooperation with
other people to get things done, 10, 20–21
Humility, 569–570
Hurricane Harvey (2017), 201, 201–202
Hygiene factors Factors associated
with job dissatisfaction—such as salary,
working conditions, interpersonal relationships, and company policy—all of which
affect the job context or environment in
which people work, 467
I
Identity theft A violation of privacy in
which thieves hijack your name and identity and use your good credit rating to get
cash or buy things, 611
iGrafx software, 681
Imitability (in VRIO framework), 199, 199
Immigration Reform & Control Act
(1986), 355
Implementation
in evidence-based decision making,
251–252
in rational model of decision making,
243
Implicit bias Is the attitudes or beliefs
that affect our understanding, actions, and
decisions in an unconscious manner, 422
Importing Buying goods outside the
country and reselling them domestically, 128
Import quotas A trade barrier in the
form of a limit on the numbers of a product that can be imported, 131–132, 132
Improvement orientation, 658–659
Incentives, 60, 339
Income statement Summary of an
organization’s financial results—revenues
and expenses—over a specified period of
time, 651–652, 652
An Inconvenient Truth (Gore), 28
Incremental budgeting Allocating
increased or decreased funds to a department by using the last budget period as a
reference point; only incremental changes in
the budget request are reviewed, 650–651
India
beverage market in, 120
emerging economy of, 138, 138
middle class growth in, 127
offshoring to, 128
start-ups in, 68
Individual approach One of four
approaches to solving ethical dilemmas;
ethical behavior is guided by what will
result in the individual’s best long-term
interests, which ultimately are in everyone’s self-interest, 95
Individual goals, 176
Individualism, 140
Individual productivity, 670
Industrial engineering, 47, 49
Industrial psychology, 51
Influence tactics Are conscious efforts
to affect and change behaviors in others,
540–541, 540–542
Informal communication channels Communication that develops outside the formal structure and does not
follow the chain of command, 589–591
Informal group A group formed by
people seeking friendship that has no officially appointed leader, although a leader
may emerge from the membership, 506
Informal learning, 506
Informational area, control of,
642–643
Informational roles Managers as
monitors, disseminators, and spokespersons, 17, 18
Information bias, 239
Information oversimplification, 587
Information processing, 593–594
Information technology. See also
Technology
managing for, 24–25
productivity and, 669
Information technology application
skills The extent to which you can effectively use information technology and learn
new applications on an ongoing basis, 24–25
Ingratiation, 541, 542
In-group collectivism, 141, 142
In-group exchange, 568
Initiating-structure leadership A
leadership behavior that organizes and defines—that is, “initiates the structure for”—
what employees should be doing to
maximize output, 551
Innovation Introduction of something
new or better, as in goods or services, 24, - See also Organizational change
balanced scorecard and, 647–648
controls to increase, 634
crowdsourcing and, 605
culture and, 395
culture of, 375
disruptive, 23, 377
entrepreneurship and, 226, 227
focus of, 393–394
human capital and, 398
impact of failure on, 395
most innovative companies, 395
resources and, 398
strategic planning and, 161
structure and processes for, 395–398
types of, 392, 392–393
Innovation strategy Grows market
share or profits by innovating improvements in products or services, 203
Innovation system A coherent set of
interdependent processes and structures
that dictates how the company searches
for novel problems and solutions, synthesizes ideas into a business concept and
product designs, and selects which projects
get funded, 394, 394–398
Innovative change The introduction
of a practice that is new to the organization, 383, 384
The Innovator’s Dilemma (Christensen),
377GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND23
Inputs The people, money, information,
equipment, and materials required to produce an organization’s goods or services,
59, 59, 386
In Search of Excellence (Peters), 44
Insider trading The illegal trading of
a company’s stock by people using confidential company, 96, 247
Inspirational appeals, 541
Instability, international, 146–147
Institutional collectivism, 141, 142
Institutional power, 463
Instrumentality The expectation that
successful performance of the task will
lead to the outcome desired, 474
Integrated product development, 309
Integrating, conflict and, 527
Integration The tendency of the parts
of an organization to draw together to
achieve a common purpose, 313
Integrity tests, 337
Intelligence, emotional, 414, 414–415
Interactional justice Relates to the
“quality of the interpersonal treatment
people receive when procedures are implemented,” 471
Intergroup conflict, 523–524
Internal audits A verification of an organization’s financial accounts and statements by the organization’s own
professional staff, 653
Internal business perspective, 647
Internal dimensions of diversity
Differences that exert a powerful,
sustained effect throughout every stage
of people’s lives, 432–433
Internal locus of control, 226, 413
Internal recruiting Hiring from the
inside, or making people already employed by the organization aware of job
openings, 329, 330
Internal stakeholders Employees,
owners, and the board of directors, if any,
79–81, 80
International forces Changes in the
economic, political, legal, and technological global system that may affect an organization, 91
International management. See
Global management
Internet of Things (IoT), 89
Interpersonal conflict, 522
Interpersonal roles Of the three types
of managerial roles, the roles in which
managers interact with people inside and
outside their work units. The three interpersonal roles include figurehead, leader,
and liaison activities, 17, 18
Interpersonal skills, 549
Interpersonal space, 144, 145
Intervention Interference in an attempt
to correct a problem, 390
Interviews, employment, 69–70,
273, 323, 334–336
Intrapreneur Someone who works
inside an existing organization who sees
an opportunity for a product or service
and mobilizes the organization’s resources
to try to realize it, 222–223
Intrinsic reward The satisfaction, such
as a feeling of accomplishment, a person
receives from performing a task, 459
Intuition Making a choice without the
use of conscious thought or logical inference, 245–246
Involved listening style, 618–619
IoT. See Internet of Things
ISO 9000 series Quality-control procedures companies must install—from purchasing to manufacturing to inventory to
shipping—that can be audited by independent quality-control experts, or “registrars,” 65, 663
ISO 14000 series Set of qualitycontrol procedure that extends the concept
of the ISO 9000 series, identifying standards for environmental performance, 663
It’s All Politics (Reardon), 286
J
Jargon Terminology specific to a particular profession or group, 585
Job analysis The determination of the
basic elements of a job, 327
Job characteristics model The job
design model that consists of five core job
characteristics that affect three critical
psychological states of an employee that
in turn affect work outcomes—the employee’s motivation, performance, and satisfaction, 479, 479–482
Job description A summary of what
the holder of the job does and how and
why he or she does it, 327
Job design The division of an organization’s work among its employees and
the application of motivational theories to
jobs to increase satisfaction and performance, 478
fitting jobs to people, 478–479
fitting people to jobs, 478
job characteristics model, 479,
479–482
Job diagnostic survey, 481
Job enlargement Increasing the
number of tasks in a job to increase variety and motivation, 478–479
Job enrichment Building into a job
such motivating factors as responsibility,
achievement, recognition, stimulating
work, and advancement, 479
Job performance. See Performance
Job posting, 329
Jobs, effect of outsourcing on,
128–129
Job satisfaction The extent to which
one feels positive or negative about various aspects of one’s work, 382, 428
Job security, 401
Job specification Description of the
minimum qualifications a person must
have to perform the job successfully, 327
Jointly set objectives, 174, 174–175
Joint venture Also known as a strategic alliance; a U.S firm may form a joint
venture with a foreign company to share
the risks and rewards of starting a new enterprise together in a foreign country, 130
Judgement, communication and, 594
Justice approach One of four
approaches to solving ethical dilemmas;
ethical behavior is guided by respect for
impartial standards of fairness and equity,
95
Justice theory, 469, 471–473
K
Kaizen Is a Japanese philosophy of
small continuous improvement that seeks
to involve everyone at every level of the organization in the process of identifying opportunities and implementing and testing
solutions, 658–659GLOSSARY/SUBJECT INDEX
IND24 Glossary/Subject Index
Knowledge
access to, 89
in career readiness, 31, 32, 69
as competitive advantage, 378
decision making and, 241
learning organizations and, 66–67
sharing, 506
task-based/functional, 180, 214
Knowledge management Implementation of systems and practices to increase
the sharing of knowledge and information
throughout an organization, 25
Knowledge worker Someone whose
occupation is principally concerned with
generating or interpreting information, as
opposed to manual labor, 11, 326
L
Labor abuses, 148
Labor costs, multinationals and, 127
Labor-management issues
arbitration and, 364–365
compensation and, 363–364
contract negotiation and, 362
grievance procedures and, 364–365
mediation and, 364
union formation and, 361–362
union security and workplace types
and, 362, 363
Labor unions Organizations of employees formed to protect and advance their
members’ interests by bargaining with
management over job-related issues, 361
collective bargaining by, 362
compensation issues and, 363–364
disputes between management and,
364–365
functions of, 361
modern, 361
as stakeholders, 84–85
Laissez-faire leadership A form of
leadership characterized by a general failure to take responsibility for leading, 556
Language differences, 144
Lateral thinking, 214
Law of effect Behavior with favorable
consequences tends to be repeated, while
behavior with unfavorable consequences
tends to disappear, 483
Layoffs, 351
Leader–member exchange (LMX)
model of leadership Model of leadership that emphasizes that leaders have different sorts of relationships with different
subordinates, 568–569
Leader-member relations, 557, 558
Leadership The ability to influence
employees to voluntarily pursue organizational goals, 536
behavioral approaches to, 550, 550–556
characteristics of, 536, 537
empowering, 552–553
ethical, 553
followers and, 570–571
full-range, 563
global, 538, 547–548
humility and, 569–570
influence and, 540–541, 540–542
integrated model of, 542–543, 543
leader–member exchange, 568–569
management vs., 536–538
passive, 555–556, 556
power sources for, 538–539
relationship-oriented, 551–556
servant, 554–555, 555
situational approaches to, 557–562
skills needed for, 548, 549
strategies for competency development, 535
task-oriented, 550–551
trait approaches to, 544–549
transformational, 563–567, 567
Leadership coaching Enhancing a
person’s abilities and skills to lead and to
help the organization meet its operational
objectives, 536
Leading Motivating, directing, and otherwise influencing people to work hard to
achieve the organization’s goals, 10, 410,
632, 632
Lean medium, 587
Lean Six Sigma Quality-control
approach that focuses on problem solving
and performance improvement—speed with
excellence—of a well-defined project, 65, 662
Learned helplessness The debilitating lack of faith in your ability to control
your environment, 411
Learning, 341, 341–343, 490, 506,
647–648
Learning goal orientation Sees goals
as a way of developing competence through
the acquisition of new skills, 476, 477
Learning objectives, 175
Learning organization An organization that actively creates, acquires, and
transfers knowledge within itself and is
able to modify its behavior to reflect new
knowledge, 66–68, 67
Legal issues. See Ethical/legal issues
Legends, 294
Legitimate power One of five sources
of a leader’s power that results from formal positions with the organization, 539
Legitimating tactics, 541
LGBTQ A widely recognized acronym to
represent lesbian, gay, bisexual, transgender, and questioning or queer, 89, 435–436
Licensing Company X allows a foreign
company to pay it a fee to make or distribute X’s product or service, 129
Limited liability company (LLC) A
hybrid structure that combines elements
of sole proprietor, partnership, and corporation, 233
Limited partnership, 232
Line managers Managers who have
the authority to make decisions and usually have people reporting to them, 303
Linguistic style A person’s characteristic speaking patterns—pacing, pausing, directness, word choice, and use of
questions, jokes, stories, apologies, and
similar devices, 599
Listening skills, 367, 529, 581, 590,
594, 618–619
LLC. See Limited liability company
LMX model. See Leader–member
exchange model of leadership
Local communities, as stakeholders, 85
Locus of control Measure of how
much people believe they control their fate
through their own efforts, 226, 413
Loitering policy, 578–579
Long-term goals Tend to span 1 to 5
years and focus on achieving the strategies identified in a company’s strategic
plan, 169, 170, 494
Love needs, 461, 461
Low-context culture Culture in which
shared meanings are primarily derived
from written and spoken words, 140
Low-control situations, 558, 558–559
Lying, 333
M
Machiavellianism A cynical view of
human nature and condoning opportunistic and unethical ways of manipulating
people, putting results over principles, 545GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND25
Macroenvironment In contrast to the
task environment, it includes six forces:
economic, technological, sociocultural, demographic, political-legal, and international, 87–91
Maintenance role Relationship-related
role consisting of behavior that fosters
constructive relationships among team
members, 518, 518
Management The pursuit of organizational goals efficiently and effectively by
integrating the work of people through
planning, organizing, leading, and controlling the organization’s resources, 4, 5
areas of, 12, 13–14
evidence-based, 62, 250, 250–256, 645
keys to success, 674–675
leadership vs., 536–538
levels of, 11–13, 12
organization types and, 14
origins of modern management, 44
perspectives of, 46, 46
for productivity, 667, 667–670, 669
rewards of practicing, 8
rewards of studying, 7–8
Management by exception Control
principle that states that managers should
be informed of a situation only if data show
a significant deviation from standards, 638
Management by objectives (MBO)
Four-step process in which (1) managers
and employees jointly set objectives for the
employee, (2) managers develop action
plans, (3) managers and employees periodically review the employee’s performance,
and (4) the manager makes a performance appraisal and rewards the employee
according to results, 173–176, 175
cascading objectives in, 176–177
deadlines and, 177
elements of, 174–176
types of objectives in, 175
Management process, 9, 9
Management science Sometimes
called operations research; branch of
quantitative management; focuses on using mathematics to aid in problem solving
and decision making, 48, 56–57
Management theory
administrative management, 47, 48,
49–50
behavioral science viewpoint, 54–55
behavioral viewpoint, 51–55
classical viewpoint, 47–50, 48
contingency viewpoint, 58, 61–62
evidence-based, 62
human relations movement, 52–53
learning organization, 66–68, 67
management science, 56–57
operations management, 57
perspectives on, 46, 46
quality-management viewpoint, 58,
63–65
quantitative viewpoints, 48, 56–57
reasons to study, 44–45
scientific management, 47–49, 48
systems viewpoint, 58, 59–60
Managerial change, 405–406
Managerial leadership The process
of influencing others to understand and
agree about what needs to be done and
the process of facilitating individual and
collective efforts to accomplish shared objectives, 537–538
Managers
challenges facing, 22–29
communication channels and, 588–591
expatriate, 148
functions of, 9–10
international, 124–125
leaders vs., 536–538
line, 303
multiplier effect and, 6
organizational change and behavior
of, 382
rewards for, 6–7
roles of, 15–17, 18, 67–68
skill requirements for, 19–21
stress created by, 444–445
thoughtfulness of, 493
valued traits for, 21
Man’s Search for Meaning (Frankl), 493
Maquiladoras Manufacturing plants
allowed to operate in Mexico with special
privileges in return for employing Mexican
citizens, 127
Marijuana, 89, 90, 338, 533
Market culture Type of organizational
culture that has a strong external focus and
values stability and control, 288, 289, 291
Markets
access to new markets, 126–127
change in, 381–382
Marriage rates, 90
Masculinity vs. femininity, 141
Matrix structure Fourth type of
organizational structure, which combines
functional and divisional chains of
command in a grid so that there are two
command structures—vertical and horizontal, 306–307, 307
MBO. See Management by objectives
Meaningfulness The sense of “belonging to and serving something that you believe is bigger than the self,” 28–29, 78, 493
Means-end chain A hierarchy of
goals; in the chain of management (operational, tactical, strategic), the accomplishment of low-level goals are the means
leading to the accomplishment of highlevel goals or ends, 169
Measurable goals, 172
Mechanistic organization Organization in which authority is centralized,
tasks and rules are clearly specified, and
employees are closely supervised, 312, 312
Media richness Indication of how well
a particular medium conveys information
and promotes learning, 586, 586–587
Mediation The process in which a neutral third party, a mediator, listens to both
sides in a dispute, makes suggestions, and
encourages them to agree on a solution, 364
Meditation, 16, 17, 403
Medium The pathway by which a message travels, 584
Medium barriers, 592
Meetings, 146, 591
Megamergers, 121
Men. See Gender
Mentor An experienced person who
provides guidance to someone new in the
work world, 8, 36, 631
Mercosur, 135
Mergers and acquisitions, 121, 389
Message, 583, 583, 619
Mexico
collectivism in, 140
imports from, 128
maquiladoras in, 127
masculinity in, 141
in NAFTA, 134
reduction of immigration from, 431
Microaggressions Acts of unconscious
bias; include a number of seemingly tiny but
repeated actions, like interrupting others,
mispronouncing or mistaking someone’s
name, and avoiding eye contact, 608–609
Microlearning Also called bite-size
learning, which segments learning into
bite-size content, enabling a student to
master one piece of learning before advancing to anything else, 342GLOSSARY/SUBJECT INDEX
IND26 Glossary/Subject Index
Microsoft Project, 683
Microsoft Word, 681
Middle managers One of four managerial levels; they implement the policies
and plans of the top managers above them
and supervise and coordinate the activities
of the first-line managers below them, 12,
167, 168, 176
Millennials
on business ownership, 158
communication with, 595
happiness at work, 417
job market and, 332
learning opportunities desired by, 66,
490
lodging sector marketing toward, 22
management of, 78
market preferences of, 382
overseas employment for, 122
password use by, 610
racially diverse, 431
search for meaning, 78
technological adoption by, 376
on work–life balance, 487, 489
on workplace benefits, 342
Mindfulness The awareness that
emerges through paying attention on purpose, in the present moment, and nonjudgmentally to the unfolding of experience
moment by moment, 16–17, 367, 403,
535, 617, 624
Mindlessness Is a state of reduced attention expressed in behavior that is rigid,
or thoughtless, 594
Mind-set, global, 549
Minifirms, 121
Minority dissent Dissent that occurs
when a minority in a group publicly opposes the beliefs, attitudes, ideas, procedures, or policies assumed by the majority
of the group, 268
Mission An organization’s purpose or
reason for being, 164
learning prior to job interview, 69
strategic management and, 162–164
Mission statements Statement that
expresses the purpose of the organization,
162–163, 163, 164, 193
Mistakes and failure, 395, 401
Modeling, predictive, 254
Modular structure Seventh type of organizational structure, in which a firm assembles product chunks, or modules,
provided by outside contractors, 310
Moneyball: The Art of Winning an Unfair
Game (Lewis), 253
Monochronic time The standard kind
of time orientation in U.S. business; a
preference for doing one thing at a time,
145
Moral development, ethics and,
96–97
Moral-rights approach One of four
approaches to solving ethical dilemmas;
ethical behavior is guided by respect for the
fundamental rights of human beings, 95
Most favored nation This trading
status describes a condition in which a
country grants other countries favorable
trading treatment such as the reduction of
import duties, 136
Motion studies, 48
Motivating factors Factors associated
with job satisfaction—such as achievement, recognition, responsibility, and
advancement—all of which affect the job
content or the rewards of work performance, 467
Motivating potential score (MPS), 481
Motivation Psychological processes
that arouse and direct goal-directed behavior, 458–459, 458–460
to be manager, 29
compensation and rewards as,
459–460, 487–493
content perspectives on, 461–468
fast-food industry, 498–500
importance of, 460
inspirational, 564–565
intrinsic, 464
job design perspectives on, 478–482
for job performance, 458–460
management by objectives and, 173–176
managing for, 457
model of, 458, 458–459
nonmonetary methods for, 489–493
process perspectives of, 469–477
reinforcement perspectives on, 483–486
on teams, 516
MPS. See Motivating potential score
Multicultural conflict, 524
Multicultural leadership, 549
Multinational corporation A business firm with operations in several countries, 123
expansion and, 126–130, 127
Multinational organization A nonprofit organization with operations in several countries, 123
Multiplier effect, 6
Multitasking, 15, 16
Mutual-benefit organizations, 14,
298
Myers-Briggs Type Indicator, 337
Myths, 294
N
NAFTA. See North American Free
Trade Agreement
Narcissism A self-centered perspective,
feelings of superiority, and a drive for personal power and glory, 358, 545, 594
National Labor Relations Act, 365
National Labor Relations Board
(NLRB) Legislated in 1935, U.S. commission that enforces procedures whereby
employees may vote to have a union and
for collective bargaining, 354, 362, 365
Natural capital The value of natural
resources, such as topsoil, air, water, and
genetic diversity, which humans depend
on, 103–104
Need-based perspectives. See Content perspectives
Needs Physiological or psychological
deficiencies that arouse behavior, 461
Negative reinforcement Process of
strengthening a behavior by withdrawing
something negative, 483, 484
Negativity bias, 366
Negotiated labor–management
contracts, 362
Networking, 180, 189, 281, 623–624
Network structure, 309
New entrants, threats to, 206
Niche products, 376
NLRB. See National Labor Relations
Board
Noise Any disturbance that interferes
with the transmission of a message, 54,
583, 584
Noncompete agreements, legality
of, 373
Nondefensive communication
Communication that is assertive, direct,
and powerful, 615–616, 616
Nondiscrimination, 350GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND27
Nondisparagement agreement Is
a contract between two parties that prohibits one party from criticizing the other; it
is often used in severance agreements to
prohibit former employees from criticizing
their former employers, 353
Nonmanagerial employees Those
who either work alone on tasks or with
others on a variety of teams, 13
Nonprofit organizations, 14, 123, 298
Nonrational models of decision
making Models of decision-making
style that explain how managers make decisions; they assume that decision making
is nearly always uncertain and risky, making it difficult for managers to make optimum decisions, 244–246
Nonverbal communication Messages in a form other than the written or
the spoken word, 581, 596–597, 597
Norming One of five stages of forming
a team; stage three, in which conflicts are
resolved, close relationships develop, and
unity and harmony emerge, 510–511
Norms General guidelines or rules of
behavior that most group or team members follow, 518–519
North American Free Trade Agreement (NAFTA) A trading bloc consisting of the United States, Canada, and
Mexico, 134–135, 198
Nudges, 60
O
OB. See Organizational behavior
Objective Also known as goal; a specific commitment to achieve a measurable
result within a stated period of time, 169
jointly set, 174, 174–175
types of, 175
Objective appraisals Also called results appraisals; performance evaluations
that are based on facts and that are often
numerical, 346
Obliging, conflict and, 527
Observable artifacts, 286
Occupational Safety and Health Act
(OSHA), 354, 355
OD. See Organizational development
Office design, organizational culture
and, 294–295
Offshoring Also called global outsourcing; use of suppliers outside the United
States to provide labor, goods, or services,
128
Off-the-job training, 342, 343
Onboarding Programs that help employees to integrate and transition to new
jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations
and responsibilities, 340, 429
On-the-job training, 36, 342
Open mind, 181, 529, 631
Openness to change, 402–403
Openness to experience, 225, 410,
526
Open offices, 54–55, 55
Open shop, 363
Open system System that continually
interacts with its environment, 60
Operant conditioning, 483
Operating plan Typically designed for
a 1-year period, this plan defines how a
manager will conduct his or her business
based on the action plan; the operating
plan identifies clear targets such as revenues, cash flow, and market share, 169
Operational control Monitoring performance to ensure that operational
plans—day-to-day goals—are being implemented and taking corrective action as
needed, 641
Operational goals Goals that are set
by and for first-line managers and are concerned with short-term matters associated
with realizing tactical goals, 169, 170–171
Operational planning Determining
how to accomplish specific tasks with
available resources within the next 1-week
to 1-year period; done by first-line managers, 162, 167–168, 168
Operations management A branch
of quantitative management; focuses on
managing the production and delivery of
an organization’s products or services
more effectively, 48, 57
Operations research (OR), 56
Opportunities Situations that present
possibilities for exceeding existing goals,
242
controls to detect, 634
Organic organizations Organization
in which authority is decentralized, there
are fewer rules and procedures, and networks of employees are encouraged to cooperate and respond quickly to unexpected
tasks, 312, 312
Organization (in VRIO framework),
199, 199
Organization A group of people who
work together to achieve some specific purpose. A system of consciously coordinated
activities or forces of two or more people,
5, 298
boundaryless, 309–310
common elements of, 300–303
formal and informal aspects of, 416, 416
for-profit, 298
learning, 66–68, 67
multinational, 123
mutual-benefit, 298
nonprofit, 298
people-focused, 43
promotion of ethics within, 97–99
responsibilities of, 78, 100–105
revitalization of, 389
strategic management and size of, 192
types of, 14
virtual, 310
Organizational behavior (OB) Behavior that is dedicated to better
understanding and managing people at
work, 416
Organizational change. See also Innovation
adapting to, 632–633
conflict and, 524
coping with, 538
external forces of, 380, 381–382
internal forces of, 380, 382
managerial change and, 405–406
mechanisms of, 293–296
nature of, 376–382
proactive, 378, 379–380, 399
reactive, 378, 379, 399
resistance to, 399, 399–401
systems approach to, 385–388, 386
technology and, 380, 381
as threat, 383–384, 399–401
Organizational citizenship behaviors
Employee behaviors that are not directly
part of employees’ job descriptions—that
exceed their work-role requirements—such
as constructive statements about the department, 429
Organizational commitment Behavior that reflects the extent to which an employee identifies with an organization and
is committed to its goals, 428GLOSSARY/SUBJECT INDEX
IND28 Glossary/Subject Index
Organizational culture Sometimes
called corporate culture; system of shared
beliefs and values that develops within an
organization and guides the behavior of
its members, 283–284
change in, 293–296, 524
drivers of, 284
fitting into, 281, 292
flow of, 283
importance of, 234–235, 291,
291–292
learning prior to job interview, 69–70
levels of, 286–287
organizational structure and,
285, 304
strategy implementation and,
282–285
stress and, 445
transmission of, 290–291
types of, 287–289, 288
Organizational design Creating the
optimal structures of accountability and
responsibility that an organization uses to
execute its strategies, 304
boundaryless, 309–310
contingency approach to, 311–313
horizontal, 307–309, 308
importance of, 234–235
traditional, 304–307, 304–307
Organizational development
(OD) Set of techniques for implementing planned change to make people and
organizations more effective, 389
applications of, 389
effectiveness of, 391
example of, 391
process of, 390, 390–391
Organizational dimensions of diversity, 433
Organizational objectives, 176
Organizational opportunities Environmental factors that the organization
may exploit for competitive advantage, 197
Organizational socialization The
process by which people learn the values,
norms, and required behaviors that permit
them to participate as members of an organization, 290–291
Organizational strengths The skills
and capabilities that give the organization
special competencies and competitive advantages in executing strategies in pursuit
of its mission, 197
Organizational structure A formal
system of task and reporting relationships
that coordinates and motivates an organization’s members so that they can work together to achieve the organization’s goals,
285, 296
contingency design of, 311–313
factors in design of, 311
hollow, 309, 309–310
horizontal design of, 307–309, 308
for innovation, 395–398
modular, 310
organizational culture and, 285, 304
organization chart and, 298–299,
299
organization types and, 298
traditional design of, 304–307,
304–307
virtual, 310
Organizational threats Environmental factors that hinder an organization’s
achieving a competitive advantage, 197
Organizational weaknesses The
drawbacks that hinder an organization in
executing strategies in pursuit of its mission, 197
Organization chart Box-and-lines illustration of the formal relationships of
positions of authority and the organization’s official positions or work specializations, 298–299, 299
Organizing Arranging tasks, people,
and other resources to accomplish the
work, 9–10, 632, 632
Orientation Process of helping a newcomer fit smoothly into the job and the
organization, 340–341
OSHA. See Occupational Safety and
Health Act
Out-group exchange, 568
Outputs The products, services, profits,
losses, employee satisfaction or discontent,
and the like that are produced by the
organization, 59, 59, 387
Outsourcing Using suppliers outside
the company to provide goods and services,
128, 661
effects of, 128–129
quality improvement and, 661
Overconfidence bias Bias in which
people’s subjective confidence in their decision making is greater than their objective
accuracy, 261
Overdelivering, 281
Overloading, 587
Owners All those who can claim the
organization as their legal property, 79–80
P
Paraphrasing Form of communication
that occurs when people restate in their words
the crux of what they heard or read, 584
Parochialism A narrow view in which
people see things solely through their own
perspective, 124
Partnership A relationship between
two or more persons who join to carry on
a trade or business, 80, 232
Passive leadership A form of leadership behavior characterized by a lack of
leadership skills, 542, 543, 555–556, 556
Passive listening style, 619
Patents Licenses with which the government authorizes a person or company
to exclude others from making using or
selling an invention for a time, 227, 407
Path-goal leadership model Approach that holds that the effective leader
makes available to followers desirable rewards in the workplace and increases
their motivation by clarifying the paths, or
behavior, that will help them achieve those
goals and providing them with support,
559–560, 559–561
Patient Protection & Affordable Care
Act (2010), 354, 355, 436
Pay for knowledge Situation in
which employees’ pay is tied to the number of job-relevant skills they have or academic degrees they earn, 488
Pay for performance Situation in
which an employee’s pay is based on the
results he or she achieves, 488
PDAs. See Personal digital assistants
PDCA cycle A Plan-Do-Check-Act
cycle using observed data for continuous
improvement of operations, 655, 657
Peak: How Great Companies Get Their
Mojo from Maslow (Conley), 462
Peer pressure, 401
Peer-to-peer networks, 506
People-focused organizations, 43
People orientation, 656–657
Perception Awareness; interpreting
and understanding one’s environment, 420
casual attribution and, 424
distortions in, 420–424
four steps in process of, 420, 420
halo effect and, 422–423
recency effect and, 424
self-fulfilling prophecy and, 424–425GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND29
Performance
controls to monitor, 632–640
effect of conflict on, 522–523, 523
evaluation of, 175–176, 429
job satisfaction and, 428
standards of, 636–638
Performance appraisal Assessment
of an employee’s performance and the provision of feedback, 345
management by objectives and, 176
methods for, 346–349
objective, 346
subjective, 346–347
Performance goal orientation A
way of demonstrating and validating a
competence we already have by seeking
the approval of others, 476–477
Performance management The
continuous cycle of improving job performance through goal setting, feedback and
coaching, and rewards and positive reinforcement, 344, 344–345
Performance measures, 636
Performance objectives, 175
Performance orientation, 141, 143
Performance tests, 336–337
Performing The fourth of five stages of
forming a team, in which members concentrate on solving problems and completing the assigned task, 511, 511
Personal adaptability, 149, 315
Personal appeals, 541
Personal barriers to communication,
593–595
Personal brand, 189
Personal digital assistants (PDAs),
384
Personality conflict Interpersonal opposition based on personal dislike, disagreement, or differing styles, 523
Personality tests, 337, 410, 549
Personality The stable psychological
traits and behavioral attributes that give a
person his or her identity, 410, 432
core self-evaluations and, 411–413
dimensions of, 410
emotional intelligence and, 414,
414–415
organizational change and, 401
tests of, 337, 410, 549
Personalized power Power directed
at helping oneself, 539
Personal power, 463
Person–organization (PO) fit The
extent to which your personality and values match the climate and culture of an
organization, 292, 297, 320
Persuasion, leadership and, 540, 541
Philanthropy Making charitable donations to benefit humankind, 104
Phubbing, 608–609, 624
Physical area, control of, 641–642
Physical barriers to communication,
592–593, 593
Physical contact jobs, 128
Physiological needs, 461, 461
Piece rate Pay based on how much
output an employee produces, 488
Plan A document that outlines how
goals are going to be met, 158
Planning Setting goals and deciding
how to achieve them; also, coping with uncertainty by formulating future courses of
action to achieve specified results, 9, 10, - See also Decision making; Strategic
management; Strategic planning
control and, 632, 632
fundamentals of, 162, 162–168
importance of, 159–161
mission statements and, 164
operational, 167–168, 168
tactical, 167, 168
values statements and, 165–166
vision statements and, 164–165
Planning/control cycle A cycle that
has two planning steps (1 and 2) and two
control steps (3 and 4), as follows: (1)
Make the plan. (2) Carry out the plan.
(3) Control the direction by comparing results with the plan (4) Control the direction by taking corrective action in two
ways—namely (a) by correcting deviations
in the plan being carried out, or (b) by improving future plans, 178, 178–179
Planning programming budgeting
system, 650
Planning tools
break-even analysis as, 684–686, 685
flowcharts as, 681–682, 682
Gantt charts as, 683, 683–684
PO fit. See Person-organization fit
Policy A standing plan that outlines the
general response to a designated problem
or situation, 171
Political–legal forces Changes in the
way politics shape laws and laws shape
the opportunities for and threats to an organization, 90–91
Political stability, 146–148
Politics, 382
Polycentric managers Managers
who take the view that native managers in
the foreign offices best understand native
personnel and practices, and so the home
office should leave them alone, 125
Polychronic time The standard kind
of time orientation in Mediterranean,
Latin American, and Arab cultures; a preference for doing more than one thing at a
time, 145
Ponzi scheme, 247
Porter’s four competitive strategies Also called four generic strategies;
(1) cost leadership, (2) differentiation, (3)
cost-focus, and (4) focused-differentiation.
The first two strategies focus on wide markets, the last two on narrow markets,
207–208
Porter’s model for industry analysis Model proposes that business-level
strategies originate in five primary competitive forces in the firm’s environment:
(1) threats of new entrants, (2) bargaining power of suppliers, (3) bargaining
power of buyers, (4) threats of substitute
products or services, and (5) rivalry
among competitors, 206–207
Position power, 557, 558
Positiveness, 375, 448–449, 526, 623
Positive reinforcement The use of
positive consequences to strengthen a particular behavior, 483–485, 484
Power The ability to marshal human,
informational, and other resources to get
something done, 538
need for, 463, 464
position, 557, 558
sources of, 538–539
Power distance, 140–142, 142
The Practice of Management (Drucker),
44
Predictive modeling Data-mining technique used to predict future behavior and
anticipate the consequences of change, 254
Prejudices, 437
Pressure, 541GLOSSARY/SUBJECT INDEX
IND30 Glossary/Subject Index
Primavera SureTrak Project Manager, 683
Privacy The right of people not to reveal information about themselves, 256,
610, 611
Privacy Act (1974), 355
Private investors, 80
Proactive change Planned change;
making carefully thought-out changes in
anticipation of possible or expected problems or opportunities; opposite of reactive
change, 378, 379–380, 399
Proactive learning orientation
The desire to learn and improve your
knowledge, soft skills, and other characteristics in pursuit of personal development,
35–36, 175, 180–181, 315, 375, 535
Proactive personality, 226
Problems Difficulties that inhibit the
achievement of goals, 242
Problem solving, 180, 272, 375, 527
Procedural justice The perceived fairness of the process and procedures used to
make allocation decisions, 471
Procedure Also known as standard
operating procedure; a standing plan that
outlines the response to particular problems or circumstances, 171
Process A series of actions or steps
followed to bring about a desired
result, 37
Process innovation A change in the
way a product or service is conceived,
manufactured, or disseminated, 393
Process perspectives Theories of
employee motivation concerned with the
thought processes by which people decide
how to act: expectancy theory, equity theory, and goal-setting theory, 469
equity/justice theory, 469–473, 470
expectancy theory, 473–475, 474
goal-setting theory, 475–477
Product divisions Divisional structures
in which activities are grouped around
similar products or services, 305, 306
Product innovation A change in the
appearance or the performance of a product or a service or the creation of a new
one, 393
Productivity
benchmarking and, 669–670
best practices and, 670
control systems and, 633
explanation of, 667–668
importance of, 668–669
individual, 670
social media use and, 603–605, 604
Professionalism, 108
Profit, social responsibility and, 105
Profit sharing The distribution to employees of a percentage of the company’s
profits, 488
Program A single-use plan encompassing a range of projects or activities, 171
Programmed conflict Conflict designed to elicit different opinions without
inciting people’s personal feelings, 525–
526
Project A single-use plan of less scope
and complexity than a program, 171
Project management software
Programs for planning and scheduling the
people, costs, and resources to complete a
project on time, 25
Project post mortem A review of recent decisions in order to identify possible
future improvements, 270–271
Project teams, 507
Promotion, employee, 295, 350
Protective tariffs, 131
Psychological empowerment Employees’ belief that they have control over
their work, 552
Psychological safety Reflects the extent to which people feel free to express
their ideas and beliefs without fear of negative consequences, 438
Psychopathy A lack of concern for
others, impulsive behavior, and a dearth
of remorse when the psychopath’s actions
harm others, 545
Punctuated equilibrium Establishes
periods of stable functioning until an
event causes a dramatic change in norms,
roles, and/or objectives resulting in the establishment and maintenance of new
norms of functioning, returning to equilibrium, 512, 512
Punishment The process of weakening
behavior by presenting something negative
or withdrawing something positive, 484,
484–486, 486
Pygmalion effect, 424–425
Q
Quality The total ability of a product
or service to meet customer needs, 63
Deming management and, 655
importance of, 24
Quality assurance A means of ensuring quality that focuses on the performance of workers, urging employees to
strive for “zero defects,” 58, 63, 654
Quality control A means of ensuring
quality whereby errors are minimized by
managing each stage of production, 58,
63, 654
Quality-management viewpoint Perspective that focuses on quality control, quality assurance, and total
quality management, 58, 63–65. See also
Total quality management (TQM)
Quantitative management The
application to management of quantitative
techniques, such as statistics and computer
simulations. Two branches of quantitative
management are management science
and operations management, 48, 56
Quantitative viewpoint, 48, 56–57
Quid pro quo harassment, 358
Quotas
avoidance of, 127
import, 131–132, 132
R
Race/ethnicity stereotypes,
421–422, 578
Racial diversity, 435. See also Cultural
differences
Radically innovative change Introduces a practice that is new to the industry, 384
Rarity (in VRIO framework), 199, 199
Rational model of decision making Also called the classical model; the
style of decision making that explains how
managers should make decisions; it assumes that managers will make logical
decisions that will be the optimum in furthering the organization’s best interests,
242
assumptions of, 244
problems related to, 244, 244
stages in, 242, 242–243
Rational persuasion, 541GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND31
Reactive change Change made in response to problems or opportunities as
they arise; compare Proactive change, 378,
379, 399
Readiness for change The beliefs,
attitudes, and intentions of the organization’s staff regarding the extent of the
changes needed and how willing and able
they are to implement them, 386–387
Realistic job preview (RJP) A picture of both positive and negative features
of the job and organization given to a job
candidate before he or she is hired, 332
Receiver barriers, 592
Receiver The person for whom a message is intended, 583, 583
Recency effect The tendency of people to remember recent information better
than earlier information, 424
Recruiting The process of locating and
attracting qualified applicants for jobs open
in the organization, 329–332, 330, 338
Reduced cycle time The reduction of
steps in the work process, 661–662
References, employee, 323, 334
Referent power One of five sources of
a leader’s power deriving from personal
attraction, 539
Reflection, 214, 272–273
Refreezing stage of organizational
change, 384, 385
Refugees, 135
Reinforcement Anything that causes
a given behavior to be repeated or inhibited; the four types are positive, negative
extinction, and punishment, 483
to motivate employees, 484–486
types of, 483–484, 484
Reinforcement theory The belief
that behavior reinforced by positive consequences tends to be repeated, whereas behavior reinforced by negative consequences
tends not to be repeated, 483
Related diversification When a company purchases a new business that is related to the company’s existing business
portfolio, 205
Relatedness needs, 464, 465
Relationship-oriented leadership Form of leadership that is primarily concerned with the leader’s interactions
with his or her people, 542, 543, 551–556
Relationship-oriented role, 518
Reliability Degree to which a test measures the same thing consistently, so that
an individual’s score remains about the
same over time, assuming the characteristics being measured also remain the
same, 338
Religious values, 146, 147
Representative bias The tendency to
generalize from a small sample or a single
event, 260
Reputation, social media and,
607–608
Resentment, 350
Reshoring, 128
Resilience The capacity to consistently
bounce back from adversity and to sustain
yourself when confronted with challenges,
34–35, 157, 445–446
Resistance to change An emotional/
behavioral response to real or imagined
threats to an established work routine,
399, 399–401
Responsibility The obligation one has
to perform the assigned tasks, 302
Results-oriented goals, 172–173
Résumés, 333–334
Retrenchment strategy. See Defensive
strategy
Revenue, social responsibility and, 105
Revenue tariffs, 131
Revised path–goal theory, 559–560,
559–561
Reward power One of five sources of
a leader’s power that results from the
authority to reward subordinates, 539
Rewards
extrinsic, 459
intrinsic, 459
management by objectives and, 176
as motivation, 459–460
nonreinforcing, 401
transmission of organizational culture
and, 295
Rich medium, 587
Right-to-work laws Statutes that prohibit employees from being required to
join a union as a condition of employment, 362, 363
Risk taking, 224–225
Rites and rituals The activities and
ceremonies, planned and unplanned, that
celebrate important occasions and accomplishments in an organization’s life, 290,
293–294
Rivalry, 207
RJP. See Realistic job preview
Role ambiguity, 443
Role conflict, 443
Role modeling, 36, 294
Role overload, 443
Roles Sets of behaviors that people expect of occupants of a position, 443, 517–
518, 517–518
Rule Designates specific required action, 171
Russia
economic sanctions on, 133
emerging economy of, 138, 138, 143
S
Sabbaticals, 490
Safety needs, 461, 461
Safety requirements, 354, 355
Salaries, 339
Sales, social media and, 605–606
Sales commission The percentage of
a company’s earnings as the result of a
salesperson’s sales that is paid to that
salesperson, 488
Sanction The trade prohibition on certain types of products, services, or technology to another country for a specific
reason, 133
Sarbanes–Oxley Act of 2002 Often
shortened to SarbOx or SOX, established
requirements for proper financial record
keeping for public companies and penalties for noncompliance, 96, 355
Satisficing, 266
Satisficing model One type of nonrational decision-making model; managers
seek alternatives until they find one that
is satisfactory, not optimal, 244
Scenario analysis Also known as
scenario planning and contingency
planning; the creation of alternative
hypothetical but equally likely future
conditions, 201GLOSSARY/SUBJECT INDEX
IND32 Glossary/Subject Index
Scientific management Management
approach that emphasizes the scientific study
of work methods to improve the productivity
of individual workers, 47–49, 48, 478
S corporations, 232–233
The Secret Handshake (Reardon), 286
Security A system of safeguards for
protecting information technology against
disasters, system failures, and unauthorized access that result in damage or loss,
610, 610
Selection process The screening of
job applicants to hire the best candidate,
333
background information for, 333–334
employment tests for, 336–338
interviews for, 334–336
Self-actualization needs, 461, 461
Self-affirmations Positive statements
that can help you focus on goals, get rid of
negative, self-defeating beliefs and program your subconscious mind, 403
Self-affirmation theory, 402–403
Self-appraisals, 347
Self-Assessments
accepting responsibility for actions, 34
acquired needs, 463
adaptability, 400
Big Five personality dimensions, 411
career behaviors and future career
identity, 165
communication competence, 615
conflict-management style, 527
core skills for strategic planning, 208
corporate responsibility attitudes, 105
decision-making style, 259
effectiveness of social networking at
work, 604
emotional intelligence, 415
employment in learning organizations,
68
engagement in studies, 427
entrepreneurial spirit, 226
ethics perspective, 99
extrinsic or intrinsic rewards, 459
financial literacy, 653
generalized self-efficacy, 412
global manager potential, 148
goal setting, quality of, 174
groupthink, 267
HR practices, quality of, 325
influence tactics, 542
innovation in organizational climate,
395
interpersonal conflict tendencies, 522
intuition level, 246
job satisfaction, 428
leader–member exchange, 568
leadership role, readiness to assume,
537
learning and innovation perspective of
balanced scorecard, 648
listening style, 619
measuring perceived fair interpersonal
treatment, 471
motivation to lead, 29
needs for self-determination, 466
obstacles to strategic execution, 212
older employees, attitudes toward, 434
openness to change at work, 380
organizational commitment to TQM,
65
organizational communication
climate, 616
organizational culture at employer, 289
participation in group decision making, 268
person–job fit, 331
positive approach at work, 418
power preferences, 540
preferred type of organizational
culture and structure, 297, 313
proactive learning orientation, 175
problem-solving potential, 243
productive energy of team, 512
readiness for change, 387
resilience level, 446
resistance to change, 401
satisfaction with college or university
experience, 661
servant orientation, 555
social media readiness, 614
standing on GLOBE dimensions, 143
strategic thinking, 195
suitability of HR career, 343
task- and relationship-oriented leader
behavior, 552
team effectiveness, 520
teamwork, attitudes toward, 505
Theory X vs. Theory Y orientation,
54
transformational leadership of boss,
567
unions, attitudes toward, 365
Self-awareness, 35, 43, 149, 414,
572–573
Self-compassion Gentleness with
yourself, 403
Self-determination theory Theory
that assumes that people are driven to try
to grow and attain fulfillment, with their
behavior and well-being influenced by
three innate needs: competence, autonomy, and relatedness, 464–466
Self-driving cars, 89, 198, 381
Self-efficacy Belief in one’s personal
ability to do a task, 225, 411–412, 412
Self-employment A way of working
for yourself as a freelancer or the owner of
a business rather than for an employer,
223–224
Self-esteem Self-respect; the extent to
which people like or dislike themselves,
412–413, 413
Self-fulfilling prophecy Also known
as the Pygmalion effect; the phenomenon
in which people’s expectations of themselves or others leads them to behave in
ways that make those expectations come
true, 424–425
Self-managed teams Groups of
workers who are given administrative oversight for their task domains, 507–508
Self-motivation, 375, 457, 494
Self-serving bias The attributional
tendency to take more personal responsibility for success than for failure, 424
Semantics, 585
Sender The person wanting to share
information, 583, 583
Sender barriers, 592
Servant-leadership Focuses on providing increased service to others—meeting
the goals of both followers and the
organization—rather than to yourself,
554–555, 555
Server farms, 255
Services companies, 644, 659–661
Sex-role stereotypes, 421
Sexual harassment Unwanted
sexual attention that creates an adverse
work environment, 107, 107, 357–358,
357–359
Sexual orientation, 89, 435–436
Shareholders, 381–382, 645
Sharing economy, 22
Short-term goals Tend to span 12
month and are connected to strategic
goals in a hierarchy known as a meansend chain, 169, 170–171, 495
Simple structure The first type of
organizational structure, whereby an organization has authority centralized in a single person, as well as a flat hierarchy, few
rules, and low work specialization, 304,
304–305GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND33
Single-use plans Plans developed for
activities that are not likely to be repeated
in the future; such plans can be either programs or projects, 171
Situational approach An approach to
leadership where it is believed that effective leadership behavior depends on the
situation at hand, 557–562
Situational interview A structured interview in which the interviewer focuses on
hypothetical situations, 335
Six Sigma A rigorous statistical analysis process that reduces defects in manufacturing and service-related industries,
65, 662
Skill-based pay, 488
Skills. See also Soft skills
business, 549
communication and, 593
conceptual, 19–20, 549
expanding, 490
human, 10, 20–21
information technology application,
24–25
interpersonal, 549
listening, 367, 529, 581, 590, 594,
618–619
speaking, 620–622, 622
technical, 19
writing, 619–620, 620–621
Skill variety, 480
Slogans, 293
Small businesses, 220, 222, 227,
228
SMART goals A goal that is Specific,
Measurable, Attainable, Results oriented,
and has Target dates, 157, 172–173, 177,
494
Social audit A systematic assessment
of a company’s performance in implementing socially responsible programs,
often based on predefined goals, 78
Social capital Economic or productive
potential of strong, trusting, and cooperative relationships, 326
Socialized power Power directed at
helping others, 539
Social media Internet-based and mobile technologies used to generate interactive dialogue with members of a network,
600
age distribution of usage, 600, 601
anti-female remarks on, 358
brand recognition and, 605–606
crowdsourcing and, 605
downside of, 608–611
hiring decisions and, 323, 601–603
impact of, 600–601
policy creation for, 612–614, 613
productivity and, 603–605, 604
reputation and, 607–608
response mechanisms of, 346
sales and, 605–606
sharing knowledge on, 506
Social media policy Describes the
who, how, when, and for what purposes of
social media use, and the consequences
for noncompliance, 612–614, 613, 613
Social media strategy, 189
Social responsibility A manager’s
duty to take actions that will benefit the
interests of society as well as of the organization, 100
climate change and, 103–104
corporate, 100, 101
effects of, 104, 105
philanthropy and, 104
viewpoints on, 100–102
Sociocultural forces Influences and
trends originating in a country’s, a society’s, or a culture’s human relationships
and values that may affect an organization, 89–90
Soft skills Ability to motivate, to inspire
trust, and to communicate with others, 21
in career readiness, 32–33, 34
examples of, 336
Sole proprietor Someone who owns
an unincorporated business by himself or
herself, 79, 232
South Africa, emerging economy of,
138, 138
Span of control The number of people
reporting directly to a given manager, 301
Speaking skills, 620–622, 622
Special-interest groups Groups
whose members try to influence specific
issues, 86–87
Specificity of goals, 172, 477
Stability strategy One of three grand
strategies, this strategy involves little or no
significant change, 203, 204
Stack fallacy, 200
Staff personnel Staff with advisory
functions; they provide advice, recommendations, and research to line managers,
303
Stakeholders People whose interests are
affected by an organization’s activities, 79
external, 80, 82–91
internal, 79–81, 80
social media for connecting with, 604
Standard of living The level of necessaries, comforts and luxuries that a person is accustomed to enjoy, 228
Standing plans Plans developed for
activities that occur repeatedly over a period of time; such plans consist of policies,
procedures, or rules, 171
Start-up Newly created company designed to grow fast, 227
considerations for, 220–221
culture and design for, 234–235
economic development and, 227
examples of, 227
financing for, 233–234
financing options for, 233–234
ideas for, 229–230
legal structure for, 232–233
plans for, 230–231
trends for, 220, 220
wealth generation and, 227
Static budgets, 651
Statistical process control A
statistical technique that uses periodic
random samples from production runs to
see if quality is being maintained within a
standard range of acceptability, 662
Stereotyping The tendency to attribute
to an individual the characteristics one
believes are typical of the group to which
that individual belongs, 420–422, 437
Stockholders, 80
Stock options The right to buy a company’s stock at a future date for a discounted price, 339, 488
Storming The second of five stages of
forming a team in which individual personalities, roles, and conflicts within the
group emerge, 510
Story A narrative based on true events,
which is repeated—and sometimes embellished upon—to emphasize a particular
value, 290, 294
Strategic allies The relationship of
two organizations who join forces to
achieve advantages neither can perform
as well alone, 84
Strategic control Monitoring performance to ensure that strategic plans are
being implemented and taking corrective
action as needed, 194–195, 211, 641GLOSSARY/SUBJECT INDEX
IND34 Glossary/Subject Index
Strategic goals Goals that are set by
and for top management and focus on objectives for the organization as a whole,
169, 170, 176
Strategic human resource planning The development of a systematic,
comprehensive strategy for (1) understanding current employee needs and (2) predicting future employee needs, 326–328
Strategic management A process
that involves managers from all parts of
the organization in the formulation and
the implementation of strategies and strategic goals, 159–161, 160
BCG matrix and, 204, 204–205
benchmarking and, 202, 202
forecasting and, 200–202
grand strategies and, 194, 203–205, 217
implementation and control in, 211
importance of, 159–161
levels of, 191, 191–192
mission statement and, 162–163, 163,
164
organization size and, 192
Porter’s five competitive forces and,
206–207
Porter’s four competitive strategies
and, 207–208
process of, 193, 193–195
strategic positioning and, 190–191
SWOT analysis and, 196–197, 196–198
values statement and, 162–163, 163,
165–166
vision statement and, 162–163, 163,
164–165
VRIO analysis and, 199, 199–200
Strategic-management process, 193,
193–195
Strategic planning Determines what the
organization’s long-term goals should be for
the next one to five years with the resources
they expect to have available, 159–161, 160,
162, 166, 166–168, 194, 211, 325, 325
Strategic positioning Strategy that
attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company, 190–191
Strategic thinking, 213–214
Strategy A large-scale action plan that
sets the direction for an organization, 159
Strategy formulation The process of
choosing among different strategies and
altering them to best fit the organization’s
needs, 194
Strategy implementation The implementation of strategic plans, 194, 211
Strategy map A visual representation
of the four perspectives of the balanced
scorecard that enables managers to communicate their goals so that everyone in
the company can understand how their
jobs are linked to the overall objectives of
the organization, 648, 649
Stressors Environmental characteristics that cause stress, 427
Stress The tension people feel when
they are facing or enduring extraordinary
demands, constraints, or opportunities
and are uncertain about their ability to
handle them effectively, 441
components of, 442
consequences of, 442
effects of, 441–442
methods to reduce, 445–447
sources of, 442–445
symptoms of, 442
Stretch goals Goals beyond what
someone actually expects to achieve, 476
Structural area, control of, 643
Structured interviews Interviews in
which the interviewer asks each applicant
the same questions and then compares the
responses to a standardized set of answers,
334–335
Student loans, 114–115
Subjective appraisals Performance
evaluations based on a manager’s perceptions of an employee’s traits or behaviors,
346–347
Substance abuse, 430, 441, 533
Substitute products, 207
Subsystems The collection of parts
making up the whole system, 59
Sunk-cost bias Way of thinking in
which managers add up all the money already spent on a project and conclude it is
too costly to simply abandon it; also called
sunk-cost fallacy, 261
Suppliers People or organizations that
provide supplies—that is, raw materials,
services, equipment, labor, or energy—to
other organizations, 83
bargaining power of, 206
offshore, 378
trends affecting, 83–84
Supplies, availability of, 126
Supply chain The sequence of suppliers that contribute to creating and delivering a product, from raw materials to
production to final buyers, 201, 643–644
Supportiveness, 526
Suspending judgment, 181
Sustainability Economic development
that meets the needs of the present without compromising the ability of future
generations to meet their own needs, 28
Sustainable competitive advantage Exists when other companies cannot duplicate the value delivered to
customers, 196
SWOT analysis Also known as a situational analysis, the search for the
Strengths, Weaknesses, Opportunities, and
Threats affecting the organization, 196–
197, 196–198
Symbol An object, act, quality, or event
that conveys meaning to others, 290
Synergy Situation in which the economic value of separate, related businesses under one ownership and
management is greater together than the
businesses are worth separately, 60
System A set of interrelated parts that
operate together to achieve a common purpose, 59, 59–60
Systems approach to organizational
change, 385–388, 386
Systems viewpoint Perspective that
regards the organization as a system of interrelated parts, 58, 59–60
T
Tactical control Monitoring performance to ensure that tactical plans—those
at the divisional or departmental level—
are being implemented and taking corrective action as needed, 641
Tactical goals Goals that are set by
and for middle managers and focus on the
actions needed to achieve strategic goals,
169
Tactical planning Determining what
contributions departments or similar work
units can make with their given resources
during the next 6 months to 2 years; done
by middle management, 162, 167, 168
Tactics, influence, 540–541, 540–542
Taft-Hartley Act (1947), 354
Target dates, for goals, 173
Tariffs A trade barrier in the form of a
customs duty, or tax, levied mainly on imports, 127, 131GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND35
Task-based knowledge, 180, 214
Task environment Eleven groups that
present you with daily tasks to handle: customers, competitors, suppliers, distributors,
strategic allies, employee organizations, local communities, financial institutions,
government regulators, special-interest
groups, and mass media, 82–87
Task identity, 480
Task-oriented leadership behaviors Form of leadership that ensures
that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or
organization, 542, 543, 550–551
Task role Behavior that concentrates
on getting the team’s task done, 517, 518
Task significance, 480
Task structure, 557, 558
Team-based design. See Horizontal
design
Team charter Outlines how a team
will manage teamwork activities, 520, 520
Team composition Reflects the collection of jobs, personalities, values,
knowledge, experience, and skills of team
members, 516–517
Team conflict, 503
Team leaders, 10, 12
Team member interdependence
The extent to which team members rely
on common task-related team inputs,
such as resources, information, goals,
and rewards, and the amount of interpersonal interactions needed to complete the
work, 516
Team processes Members’ interdependent acts that convert inputs to outcomes
through cognitive, verbal, and behavioral
activities directed toward organizing taskwork to achieve collective goals, 520
Team reflexivity A process in which
team members collectively reflect on the
team’s objectives, strategies, and processes
and adapt accordingly, 520
Team A small group of people with
complementary skills who are committed
to a common purpose, performance goals,
and approach to which they hold themselves mutually accountable, 505. See
also Groups
accountability of, 516
benefits of, 504, 504
composition of, 516–517
cross-functional, 507
effect of controls on, 635
groups vs., 505
high-performance, 519
managing conflict in, 521–527
motivation of, 516
norms for, 518–519
performance goals for, 515–516
project, 507
roles of individuals on, 517–518,
517–518
self-managed, 507–508
stages of development for, 510,
510–512
strategies for being an effective team
member, 528–529
trust on, 514–515, 515
types of, 507–509
virtual, 508, 508–509
work, 507
Team voice The extent to which team
members feel free to engage in the expression of constructive opinions, concerns, or
ideas about work-related issues, 520
Technical skills Skills that consist of
the job-specific knowledge needed to perform well in a specialized field, 19
Technological forces New developments in methods for transforming resources into goods or services, 88–89
Technology Is not just computer technology; it is any machine or process that
enables an organization to gain a competitive advantage in changing materials
used to produce a finished product, 381
Big Data, 25, 62, 254–256
communication and, 600–614
driverless cars, 89, 198, 381
emotional intelligence and, 415
Internet of Things, 89
managing for, 24–25
microlearning and, 342
organizational change and, 380, 381
3-D printing, 393, 393
Telecommute To work from home or
remote locations using a variety of information technologies, 25
Telecommuting, 490
Tests. See Employment tests; Personality tests
Texting, 611–612
Theory X, 43, 53
Theory Y, 43, 53
Thinking Fast and Slow (Kahneman),
241
Thoughtfulness, 493
360-degree assessment A performance appraisal in which employees are
appraised not only by their managerial superiors but also by peers, subordinates,
and sometimes clients, 347–348
3-D printing, 393, 393
Thrusters, 388
Time orientation, 145
Tipping customs, 139
Tolerance for ambiguity, 225, 257,
257
Top-management teams, 517
Top managers Managers that determine what the organization’s long-term
goals should be for the next 1-5 years with
the resources they expect to have available, 11–12, 166, 168, 176
Total quality management (TQM) A
comprehensive approach—led by top management and supported throughout the
organization—dedicated to continuous
quality improvement, training, and customer satisfaction, 58, 63–64, 655
applied to services, 659–661
core principles of, 655–659
Deming management, 655
organizational commitment to, 65
overview, 654
research takeaways, 663
tools and techniques for, 661–663
Touch, 597
Toxic Substances Control Act (1976),
354
Toxic workplace, 430
TPP. See Trans-Pacific Partnership
TQM. See Total quality management
Trade, 131–133, 133
Trade protectionism The use of government regulations to limit the import of
goods and services, 131
Trading bloc Also known as an economic community, it is a group of nations
within a geographical region that have
agreed to remove trade barriers with one
another, 134–136, 135
Training
function of, 340–341
in organizational values, 294
technology-enhanced, 342
types of, 342GLOSSARY/SUBJECT INDEX
IND36 Glossary/Subject Index
Trait approaches to leadership Attempts to identify distinctive characteristics that account for the effectiveness of
leaders, 544–549
Traits
appraisals of, 346
“dark side,” 549
function of, 544
gender and, 545–547
knowledge and skills, 548, 549
leadership, 544–549
positive, 544–545, 545
Transactional leadership Leadership style that focuses on clarifying employees’ roles and task requirements and
providing rewards and punishments contingent on performance, 551, 563–564
Transfer, employee, 351
Transformational leadership Leadership style that transforms employees to
pursue organizational goals over selfinterests, 542, 543, 563–567, 567
Transformational processes An organization’s capabilities in management,
internal processes, and technology that
are applied to converting inputs into outputs, 59, 59
Transgender A term for people whose
sense of their gender differs from what is
expected based on the sex characteristics
with which they are born, 435. See also
LGBTQ
Trans-Pacific Partnership (TPP) A
trade agreement among 12 Pacific Rim
countries, 135–136
Travel, international, 117, 122, 136, 137
Trend analysis A hypothetical extension of a past series of events into the future, 201
Triple bottom line Representing
people, planet, and profit (the 3 Ps)—
measures an organization’s social, environmental, and financial performance, 78
Trust Reciprocal faith in others’ intentions and behaviors, 514
ethical behavior and, 106
organizational change and, 400
of teams, 514–515, 515
Trustworthiness, 594
Tuition reimbursement, 490
TurboProject Professional, 683
Turnover, 429
Two core principles of TQM (1)
People orientation—everyone involved with
the organization should focus on delivering
value to customers; and (2) improvement
orientation—everyone should work on continuously improving the work processes,
656–658
Two-factor theory Theory that proposes that work satisfaction and dissatisfaction arise from two different work
factors—work satisfaction from so-called
motivating factors and work dissatisfaction
from so-called hygiene factors, 466–468,
467–468
Two-tier wage contracts Contracts
in which new employees are paid less or
receive lesser benefits than veteran employees have, 364
Type A behavior pattern Behavior
describing people involved in a chronic,
determined struggle to accomplish more in
less time, 442–443
U
Uncertainty, adapting to, 632–633
Uncertainty avoidance, 141, 142
Underemployed Working at a job that
requires less education than one has, 437
Unfreezing stage of organizational
change, 384, 384
Unions. See Labor unions
Union security clause Part of a labor-management agreement that states
that employees who receive union benefits
must join the union, or at least pay dues
to it, 362
Union shop, 363
Unity of command Principle that
stresses an employee should report to no
more than one manager in order to avoid
conflicting priorities and demands, 300–
301
Unrelated diversification Occurs
when a company acquires another company in a completely unrelated businesses,
205
Unstructured interviews Interviews
in which the interviewer asks probing
questions to find out what the applicant is
like, 334
Upward communication Communication that flows from lower levels to
higher levels, 588, 589
Utilitarian approach One of four approaches to solving ethical dilemmas; ethical behavior is guided by what will result
in the greatest good for the greatest number of people, 95
V
Vacations, 490
Valence The value or the importance a
worker assigns to a possible outcome or
reward, 474
Validity Extent to which a test measures what it purports to measure and extent to which it is free of bias, 338
Value (in VRIO framework), 199, 199
Value orientation, 257, 257
Values Abstract ideals that guide one’s
thinking and behavior across all situations;
the relatively permanent and deeply held
underlying beliefs and attitudes that help
determine a person’s behavior, 94, 416
behavior and, 416, 419
enacted, 287
espoused, 286–287
expression in mission and vision, 162
in strategic planning, 164–165
Values statement Expresses what the
company stands for, its core priorities, the
values its employees embody, and what its
products contribute to the world, 162–163,
163, 165–166, 193
Value system The pattern of values
within an organization, 94
Variable budgets Allowing the allocation of resources to vary in proportion with
various levels of activity, 651
Venezuela, expropriations in, 147
Venture capital Is money provided by
investors to start-up firms and small businesses with high risk but perceived longterm growth potential, in return for an
ownership stake, 86, 234
Venture capitalists (VCs) Those who
exchange funds for an ownership share in
the company, 234
Vertical communication, 588, 589
Vertical hierarchy of authority, 299
Vertical integration Diversification
strategy where a firm expands into businesses that provide the supplies it needs to
make its products or that distribute and
sells its products, 205GLOSSARY/SUBJECT INDEX
Glossary/Subject Index IND37
Vertical loading, 479
Veterans Access, Choice, and Accountability Act (2014), 576
Videoconferencing Using video and
audio links along with computers to let
people in different locations see, hear, and
talk with one another, 25
Virtual reality, 342
Virtual structure An organization
whose members are geographically apart,
usually working with e-mail, collaborative
computing, and other computer connections, 310
Virtual teams Teams that work together over time and distance via electronic media to combine effort and
achieve common goals, 508, 508–509
Vision A long-term goal describing
“what” an organization wants to become;
it is a clear sense of the future and the actions needed to get there, 162–164
Vision statement Statement that expresses what the organization should become and where it wants to go strategically,
69, 162–163, 163, 164–165, 193
Visual noise, 54
Voice Employees’ upward expression of
challenging but constructive opinions, concerns, or ideas on work-related issues to
their managers, 472
VRIO Is a framework for analyzing a resource or capability to determine its competitive strategic potential by answering
four questions about its Value, Rarity, Imitability, and Organization, 199, 199–200
W
Wage reopener clause, 364
Wages, 363–364, 371
Webcasts, 591
Well-being The combined impact of
five elements–positive emotions, engagement, relationships, meaning, and
achievement (PERMA), 491
Whistle-blower An employee who reports organizational misconduct to the
public, 98–99
White-collar crime, 95–97
Wholly owned subsidiary A foreign
subsidiary, or subordinate section of an
organization, that is totally owned and
controlled by an organization, 130
Women. See Gender
Word (Microsoft), 681
Work ethic, 108
Workforce
age and, 433–434
gender and, 434–435
individuals with differing physical and
mental abilities in, 436, 436
race and ethnicity and, 435
sexual orientation and, 435–436
Work–life balance, 603, 603
Work–life benefits Are employersponsored benefit programs or initiatives
designed to help all employees balance
work life with home life, 489
Work–life conflict Occurs when the
demands or pressures from work and family domains are mutually incompatible,
443–444, 444
Workplace
behaviors in, 429–430
bullying in, 359–360, 359–360, 372
design of, 309–310, 492
diversity in, 433–437
flexible, 490
hostile environment, 358, 439
informal learning in, 506
positive environment, 491–493
sexual harassment in, 357–358,
357–359
stress in, 441–447
varying educational levels in, 437
Workplace cheating Unethical acts
that are intended to create an unfair advantage or help attain benefits that an
employee would not otherwise be entitled
to receive, 93–94
Workplace discrimination Type of
discrimination that occurs when people
are hired or promoted—or denied hiring or
promotion—for reasons not relevant to the
job, 356
employee promotion and, 350
fear of, 437
pay discrepancies and, 356
stereotyping, 420–422, 437
Workplace wellness programs
(WWPs), 446–447, 500–501
Work specialization, 300
Work teams, 507. See also Teams
Writing skills, 619–620, 620–621
Z
Zero based budgeting, 650
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