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123 fundamentals of management Management fundamentals of managementfundamentals of managementfundamentals of managementfundamentals of managementfundamentals of managementfundamentals of managementfundamentals of managementfundamentals of managementfundamentals of management
10th Edition Fundamentals of Management Ricky W Griffin Texas A&M University Australia • Brazil • Canada • Mexico • Singapore • United Kingdom • United States Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it This is an electronic version of the print textbook Due to electronic rights restrictions, some third party content may be suppressed Editorial review has deemed that any suppressed content does not materially affect the overall learning experience The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest Important Notice: Media content referenced within the product description or the product text may not be available in the eBook version Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Fundamentals of Management, Tenth Edition Ricky W Griffin Senior Vice President, Higher Education & Skills Product: Erin Joyner Product Director: Joe Sabatino Senior Product Manager: Heather Mooney © 2022, 2019 Cengage Learning, Inc WCN: 02-300 Unless otherwise noted, all content is © Cengage ALL RIGHTS RESERVED No part of this work covered by the copyright herein may be reproduced or distributed in any form or by any means, except as permitted by U.S copyright law, without the prior written permission of the copyright owner Learning Designer: Courtney Wolstoncroft For product information and technology assistance, contact us at Content Manager: Kate Begley Reed Cengage Customer & Sales Support, 1-800-354-9706 or support.cengage.com Product Assistant: Nick Perez For permission to use material from this text or product, submit all Marketing Manager: Audrey Wyrick requests online at www.cengage.com/permissions Marketing Coordinator: Alexis Cortez Intellectual Property Analyst: Diane Garrity Intellectual Property Project Manager: Kelli Besse Production Service: SPi Global Art Director: Bethany Bourgeois Text Designer: Tippy McIntosh/Bethany Library of Congress Control Number: 2020923226 Soft-cover Edition: ISBN: 978-0-357-51734-5 Loose-leaf Edition: ISBN: 978-0-357-51735-2 Cengage Bourgeois 200 Pier Boulevard Cover Designer: Bethany Bourgeois USA Cover Image: Qweek/Istockphoto.com Boston, MA 02210 Cengage is a leading provider of customized learning solutions with employees residing in nearly 40 different countries and sales in more than 125 countries around the world Find your local representative at www.cengage.com To learn more about Cengage platforms and services, register or access your online learning solution, or purchase materials for your course, visit www.cengage.com Printed in the United States of America Print Number: 01 Print Year: 2021 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it For Andrew Preston Griffin My first grandson and bearer of important family names—I love you, Drew Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Brief Contents Preface xix Acknowledgments xxiii PART An Introduction to Management Chapter 1 Understanding The Manager’s Job Chapter 2 The Environments of Organizations and Managers 31 PART Planning Chapter 3 Planning and Strategic Management 59 Chapter 4 Managing Decision Making 89 Chapter 5 Entrepreneurship and New Venture Management 114 PART Organizing Chapter 6 Organization Structure and Design 143 Chapter 7 Organization Change and Innovation 173 Chapter 8 Managing Human Resources in Organizations 202 PART Leading Chapter 9 Basic Elements of Individual Behavior in Organizations 235 Chapter 10 Managing Employee Motivation and Performance 267 Chapter 11 Leadership and Influence Processes 301 Chapter 12 Communication in Organizations 332 Chapter 13 Managing Work Groups and Teams 366 PART Controlling Chapter 14 Basic Elements of Control 395 Chapter 15 Managing Operations, Quality, and Productivity 424 Endnotes 454 Name Index 473 Organization and Product Index 476 Subject Index 480 v Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Contents Preface xix Acknowledgments xxiii PART An Introduction to Management Chapter Understanding the Manager’s Job 1-1 An Introduction to Management 1-1a Kinds of Managers Levels of Management 1-1b Managing in Different Areas of the Organization 1-2 Basic Management Functions 1-2a Planning and Decision Making 1-2b Organizing 7 Tech Watch: “ But What Is a Social Media Manager?” 1-2c Leading 8 1-2d Controlling 8 1-3 Fundamental Management Skills Technical Skills • Interpersonal Skills • Conceptual Skills • Diagnostic Skills • Communication Skills • Decision-Making Skills • Time Management Skills 1-3a The Science and the Art of Management The Science of Management Leading the Way: On the Fast Track 10 The Art of Management 11 1-4 The Importance of Theory and History 11 1-4a Why Theory? 11 1-4b Why History? 11 1-5 The Evolution of Management 12 1-5a The Historical Context of Management 12 1-5b The Classical Management Perspective 13 Scientific Management 13 • Administrative Management 14 • The Classical Management Perspective Today 14 1-5c The Behavioral Management Perspective 15 The Hawthorne Studies 15 • The Human Relations Movement 16 • Contemporary Behavioral Science in Management 17 • The Behavioral Management Perspective Today 17 1-5d The Quantitative Management Perspective 17 Management Science 18 • Operations Management 18 • The Quantitative Management Perspective Today 18 1-6 Contemporary Management Perspectives 19 1-6a The Systems Perspective 19 1-6b The Contingency Perspective 21 vi Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Contents v i i 1-7 Contemporary Management Issues and Challenges 21 1-7a Contemporary Applied Perspectives 21 1-7b Contemporary Management Challenges 22 Summary of Learning Outcomes and Key Points 24 Discussion Questions 25 Building Effective Interpersonal Skills 26 Building Effective Time Management Skills 27 Skill-Building Personal Assessment 27 Management At Work 29 You Make the Call: Reed Hastings Doesn’t Like Standing Still 30 Chapter The Environments of Organizations and Managers 31 2-1 The Organization’s Environments 33 2-1a The General Environment 33 The Economic Dimension 33 • The Technological Dimension 34 • The Political–Legal Dimension 34 2-1b The Task Environment 35 Competitors 35 • Customers 35 • Supplier 35 • Regulators 36 Strategic Partners 37 2-1c The Internal Environment 38 Owners 38 • Board of Directors 38 • Employees 38 • Physical Work Environment 38 Doing Business on Planet Earth: Raising the CSR Bar 39 2-2 The Ethical and Social Environment of Management 40 2-2a Individual Ethics in Organizations 40 Managerial Ethics 40 • Managing Ethical Behavior 41 2-2b Emerging Ethical Issues 42 Ethical Leadership 42 • Corporate Governance 43 • Ethics and Information Technology 43 2-3 Social Responsibility in Organizations 43 2-3a Arguments for and Against Social Responsibility 43 2-3b Managing Social Responsibility 44 Formal Organizational Dimensions 45 • Informal Organizational Dimensions 45 2-4 The International Environment of Management 46 2-4a Trends in International Business 46 2-4b Levels of International Business Activity 47 Exporting and Importing 47 • Licensing 48 • Strategic Alliances 48 • Direct Investment 48 2-4c The Context of International Business 48 The Cultural Environment 48 • Controls on International Trade 49 • Economic Communities 50 • The Role of the GATT and WTO 51 2-5 The Organization’s Culture 51 2-5a The Importance of Organizational Culture 52 2-5b Determinants of Organizational Culture 52 2-5c Managing Organizational Culture 52 Leading the Way: Happy Fit 53 Summary of Learning Outcomes and Key Points 54 Discussion Questions 55 Building Effective Conceptual Skills 55 Building Effective Communication Skills 56 Skill-Building Personal Assessment 56 Management at Work 57 You Make the Call: Turbulence in the Air 58 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it v i i i Contents PART Planning Chapter Planning and Strategic Management 59 3-1 Planning and Organizational Goals 61 3-1a Organizational Goals 62 Purposes of Goals 62 • Kinds of Goals 63 3-1b Kinds of Organizational Plans 63 Strategic Plan 63 • Tactical Plans 63 • Operational Plans 63 3-2 The Nature of Strategic Management 64 3-2a The Components of Strategy 64 3-2b Types of Strategic Alternatives 64 3-3 Using SWOT Analysis to Formulate Strategy 66 3-3a Evaluating an Organization’s Strengths 66 3-3b Evaluating an Organization’s Weaknesses 67 3-3c Evaluating an Organization’s Opportunities and Threats 68 Tech Watch: Starting Conversations 68 3-4 Formulating Business-Level Strategies 69 3-4a Generic Strategies 69 3-4b Strategies Based on the Product Life Cycle 71 3-5 Formulating Corporate-Level Strategies 72 3-5a Single-Product Strategy 72 3-5b Related Diversification 72 3-5c Unrelated Diversification 73 Leading The Way: The Beauty of Differentiation 74 3-5d Managing Diversification 75 BCG Matrix 75 • GE Business Screen 76 3-6 Tactical Planning 78 3-6a Developing Tactical Plans 78 3-6b Executing Tactical Plans 78 3-7 Operational Planning 79 3-7a Single-Use Plans 79 Programs 79 • Projects 79 3-7b Standing Plans 79 Policies 80 • Standard Operating Procedures 80 • Rules and Regulations 80 3-7c Contingency Planning and Crisis Management 80 Summary of Learning Outcomes and Key Points 83 Discussion Questions 84 Building Effective Time-Management Skills 84 Building Effective Decision-Making Skills 84 Skill-Building Personal Assessment 85 Management at Work 87 You Make the Call: The Lap of Luxury 88 Chapter Managing Decision Making 89 4-1 The Nature of Decision Making 91 4-1a Decision Making Defined 91 4-1b Types of Decisions 92 4-1c Decision-Making Conditions 92 Decision Making under Certainty 92 • Decision Making under Risk 93 Decision Making under Uncertainty 94 4-2 Rational Perspectives on Decision Making 95 4-2a The Classical Model of Decision Making 95 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it 474 Name Index J Jackson, Peter, 66 Jago, Arthur, 315 James, LeBron, 381 Jelinek, W Craig, 42, 322 Jobs, Steve, 102, 134, 193, 257, 301–303, 305, 306, 320, 331 Johnson, Kevin, Johnson, Trevor, 133 Jope, Alan, 46 Jung, Carl, 242 K Kahneman, Daniel, 109, 282 Kalanick, Travis, 133 Kay Ash, Mary, 134 Kaye, Leon, 39 Kelly, John, 233 Kent, Carol, 202–204 Kerry, John, 81 Kirby, Scott, 352 Koch, John, Kolb, David, 198 Kotter, John, 21, 173–175, 304 Kroc, Ray, 38, 127–128 Kurtzleben, Danielle, 265 L Lafley, A G., 344 Lakoff, Robin, 362 Langdoc, Scott, 425 Larrick, Richard P., 379 Larrick, Rick, 379 Lawler, Edward E., 278, 279f Lawrence, Paul R., 159 Lazaridis, Mike, 112 Levanon, Gad, 265 Lewin, Kurt, 178 Lewis, Dave, 425 Lewis, Ken, 322 Li, Susan, 344 Likert, Rensis, 308 Lincoln, Abraham, 41 Lombardi, Vince, 75 Lorsch, Jay W., 159 Louie, Gilman, 135 Lovins, Hunter, 266 Lovins, L Hunter, 236 Lubrano, Donna, 348 Lucas, George, 66, 67 Lundgren, Terry, 350 Lynch, Merrill, 427 M Machiavelli, Niccolò, 12, 243 Mackey, John, 121, 128 Macrae, Norman, 193 Madoff, Bernard, 46 Mandela, Nelson, 308 Mansell, Kevin, 414 Marek, Joe, 122 Marek, Pat, 122 Markopolos, Harry, 46 Marriott, Bill, 351 Martin, Lockheed, 193–194 Martin, Pam, 371 Maslow, Abraham, 16, 17, 272–273, 273f Matteson, Larry, 174 Maxwell, John C., 328 Mayo, Elton, 15, 17, 21, 247 McCain, John, 321 McClelland, David C., 275 McConnell, John, 372 McCormick, Alexander, 298 McGregor, Douglas, 16, 17 McKim, Alan, 137 McLaughlin, Edward, 203 McLeroy, Zach, 152 Miles, Stephen, 336 Mintzberg, Henry, 64 Mohammed Alshaya, 171 Moller, Jose Manuel, 428 Moonves, Les, 42 Mozart, Wolfgang Amadeus, 255, 256f Mulcahy, Anne, 321 Münsterberg, Hugo, 15, 17 Murtha, Frank, 280 Musk, Elon, 125, 134, 255, 256 Muzafar, Syed, 133 N Nadler, David, 377 Napoleon, 61 Nassetta, Christopher, 247 Neal, Jessica, 205 Neale, M A., 387 Nelson, Beryl, 392 Nelson, Bob, 264 Nelson, Debra, 352 Nishi, Kazuhiko, 382 Nooyi, Indra Krishnamurthy, 323 Norman, Shira E., 235–237 Notaney, Ash, 140 Novack, Danielle Lee, 264 O Obama, Barack, 111 Obama, Michelle, 95 O’Neil, Lorraine Brennan, 94 Overton, David, 395, 397 Overton, Evelyn, 395, 397 Overton, Oscar, 395 Owen, Robert, 12 Owen-Jones, Lindsay, 74 P Page, Larry, 87–88 Paliwal, Dinesh C., 324 Parker, John, 200 Patton, 61 Perot, Ross, 52 Peters, Tom, 21 Peterson, Susan, 127 Phillips, Katherine W., 391, 392 Pike, Judy, 236 Plato, 12 Porter, Brad, 382 Porter, Linda, 339 Porter, Lyman W., 278, 279f Porter, Michael, 21, 69 Powell, Walter, 159 R Raiffa, Howard, 387 Randolph, Marc, Rapinoe, Megan, 381 Ray, Rebecca, 264–265 Reed, Larry, 404 Replogle, John, 236 Rezab, Jan, 68 Rivera, Lauren, 239 Rockefeller, John D., 12 Rogers, James E., 356, 357 Rogers, Will, 325 Romano, Gino, 30 Roosevelt, Franklin D., 272 Ross, Ian M., 12 Roth, Bruce, 256, 257 Rush, Rick, 146 Ryan, Matthew, S Salzman, Andrew, 175 Sanders, Harland, 438 Sanera, Alicia, 252 Sargent, Lisa, 452 Scanlon, Joseph, 291 Sceppaguerico, Maria, 403 Schacht, Henry, 355 Schmidt, Warren H., 311 Schneider, Mark, 299 Schultz, Howard, 128 Schuyler, Matt, 246 Scott, Kendra, 136 Scott, Lee, 343 Sculley, John, 302 Senge, Peter, 21 Shaiken, Harley, 209 Shkreli, Martin, 42 Siegel, Ian, 212 Simon, Herbert A., 100 Sinegal, James, 11 Slind, Michael, 356, 357 Smit, Marijke, 141 Smith, Brad, 330, 331 Smith, Fred, 128, 129 Smith, Frederick, 91 Smith, Michele, 371 Socrates, 12 Solomon, Lawrence, 57, 58 Sorrentini, Lucy, 211 Spellman, Leo F., 29 Stalker, G M., 158 Starbuck, William, 62 Steinway, Henry, 29 Stephens, Aimee, 252 Stewart, Martha, 163 Stickling, Jeremy, 290 Sun Tzu, 12 Swanson, Walt, 287 T Tannenbaum, Robert, 311 Taylor, Frederick W., 13, 14, 18, 21, 270 Tibbs, Adam, 141 Tidwell, Brandon, 371 Tilleman, Suzanne, 237 Tindell, Kip, 102 Tost, Leigh Plunkett, 379 Traina, Trevor, 325 Trump, Donald, 35, 51 Turkle, Sherry, 347, 348 Tversky, Amos, 109 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Name Index 475 U Ulukaya, Hamdi, 114–116, 128 Urwick, Lyndall, 14 V Vanderbilt, Cornelius, 12 Von Moltke, Helmuth, 61 Vroom, Victor, 315–317, 317f, 318f W Walton, Sam, 52 Waters, David, 152 Watt, James, 432 Webb, Jessica, 152 Weber, Max, 14, 155 Wegman, Colleen, 203 Wegman, Danny, 202–204 Wegman, Robert, 204 Welch, Jack, 99, 328 Weldon, William, 34 Wesner, Brad, 333, 334, 365 West, Ben, 104 West, Candace, 361 Westbrook, Jay T., 174 White, Sacha, 119 Wilson, Fred, 120 Wise, Bill, 251 Woodward, Joan, 157–159, 432 Wozniak, Steve, 193, 302 Y Yetton, Philip, 315 Yglesias, Matthew, 133 Z Zarda, Don, 252 Zimmerman, Donald, 361 Zuckerberg, Mark, Zynga, Andy, 366–368 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Organizational & Product Index A Abercrombie & Fitch, 64, 65, 159, 322, 416, 434 Ace Hardware, 441 Adidas, 373, 374 Aéropostale, 70 A.G Edwards, 309 Agilent Technologies, 287 Airbus, 32, 34, 92, 93, 126, 175, 401–403 Albertson’s, 35, 247 Alcoa, 45 Alfa Romeo, 70 Algramo, 428 Allstate Technology, 180 Alphabet, 88 Alpine Taxi, 123 Altitude, Inc, 252 Amazon.com, 53, 66, 119, 133, 135, 136, 160, 166, 191, 211, 247, 322, 372, 441, 443 American Airlines, 68, 188, 398 American Apparel, 243 American Arbitration Association, 225 American Delta, 440 American Eagle Outfitters, 69, 171 American Express, 417, 442 American Institute of Certified Public Accountants, 297 American Institutes for Research, 299 American Motors, 175 American National Standards Institute, 444 American Society for Quality Control, 440, 451 Amoco, 48 Android, 88 Anglo American Mining Company, 385 Anglo American PLC, 199 Ann Taylor, 403 Apple, 4, 22, 69, 124, 129, 159, 166, 185, 195, 271, 301–303, 306, 372, 441 Apple iPhone, 349 Aprovecho, 104 Arthur Andersen, 410 Associated Press, AT&T, 12, 112, 146, 147, 165, 206, 214, 254, 287 AutoZone, 151 Avengers:Endgame, The (movie), 47, 407 Avis, 317 AzkoNobel, 367 B Bahama Breeze, 371 Bang, 47 Bank of America, 52, 322 Barclays Capital, 200 Bausch & Lomb, 447 Beatrice Company, 305 Beautiful Mind, A, 387 Bechtel, 155 Bell Laboratories, 12 Benetton, 430 Ben & Jerry’s Homemade Holdings, 44, 221 Bentley Prince Street, 236 Bergen Steamship Company, 90 Best Buy, 103, 119 Bethlehem Steel, 13, 14, 427 BF Goodrich, 188 BHP Billiton, 200 BIC, 70 Bidvest, 438 Blackbaud, 452 BlackBerry, 111–113, 124 Blackwell Plastics, 193–194 Blockbuster, 1, BMW, 75 Boeing, 22, 31–33, 41, 43, 45, 58, 90, 92, 93, 105, 141, 176, 183, 216, 355, 398, 401, 431, 436, 443 Boston Consulting Group (BCG), 75 BP, 48, 211, 227, 408, 410, 414 BP Amoco Chemicals, 286 Brighton Securities, 174 British Airways, 179, 180, 253 British Telecom, 444 Bulgari, 60 Burger King, 10, 35 Burlington Industries, 347 Burt’s Bees, 236–237 Cirque du Soleil, 435 Cisco Systems, 135 Citigroup, 227 Citizens Bank of New England, 18 Clif Bar & Co., 39 Clorox, 211 Coal and Ferrous Metals, 200 Coca-Cola, 35, 48, 69, 173 Cognex, 213 Coldwell Banker, 131 Colgate, 70 Colgate-Palmolive, 195 Colgate Venture Company, 195 Compaq Computer, 398 Concho Resources, 255 Consolidated Freightways, 18, 284 Consumers Union, 37 The Container Store, 102 Continental Airlines, 54, 79 Coors, 426 Cornell University, 203 Corning, 185, 406 Costco Wholesale, 10, 11, 42, 322 Council of Better Business Bureaus, 37 Council of Smaller Enterprises of Cleveland, 131 Counsel of Independent Colleges, 298 Crystal Geyser, 70 CVS, 247 Cypress Semiconductor, 165 C Daimler AG, 18, 434, 440 Dairy Queen, 35 Dallas Cowboys, 352 Darden Restaurants, 371 Dean and Deluca, 171 Delia, 22 Dell Computer, 44, 48, 117, 120, 176, 217, 322, 343, 405, 408, 426, 444 Del Monte, 122 Deloitte, 151 Delta, 53, 355 Delta Airlines, 426 Denny’s, 131 Department of Defense, 50 Detroit Edison, 18, 146 DHL, 439 Diamond Foods, 41 Dilbert, 21 Dillard’s, 414 Dish Network, 2, 305 Disney, 12, 20, 37, 43, 48, 49, 62, 64, 72, 75, 78, 79, 81, 92, 94, 165, 177, 225, 347, 407, 416 Disney+, Disney World, 283, 430 Divine Chocolate, 58 DKNY, 60 Cadbury, 399, 425 Cadbury PLC, 151 Campbell, 122 Canon, 191 Carnival Cruise Lines, 35 Carnival Cruises, 177 Carrefour, 424, 453 Caterpillar, 178, 180, 447 Celine, 60 Cereal Partners Worldwide (CPW), 37 Champion Auto Parts Company, 415 Chaparral Steel, 221 Charles Wells Brewery, 48 The Cheesecake Factory, 171, 396–397 Chemical Bank, 41 Chevrolet, 49, 120 Chevrolet Volt, 371 Chevron, 44, 160, 210, 211 Chevy, 125 Chobani, 128 Chobani Yogurt, 114–116 Christian Dior SE, 60 Chrysler, 101, 175, 296, 416 Cinergy, 356 Cinnabon, 10 Circle K, 131 D 476 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Organizational & Product Index 47 Dollar Shave Club, 77 Donghee Alabama LLC, 207 DoubleClick, 88 Dow Chemical Company, 158, 386 Duke Energy, 81 Dunnhumby, 425 DuPont, 18, 183, 444 E Eastman Chemical, 194 eBay, 119, 135, 403 EBM research, 99 EcoZoom, 104 Edward Jones, 70 El Sol Academy, 140–141 Emerson Electric, 193 Emery Air Freight, 284 Emilio Pucci, 60 Emirates, 403 Enron, 42, 293, 344, 410 Entertainment Weekly magazines, Environmental Protection Agency, 36 Equal Employment Opportunity Commission, 37 Equicor, 309 Esso, 49 ETSY, Expedia, 435 Express Oil Change, 131 ExxonMobil, 46, 158, 408 F FAA, 309 Facebook, 3–5, 7, 43, 69, 119, 129, 135, 160, 254, 345, 365, 370 Fast Company, 428 FBI, 215, 227 Federal Aviation Administration (FAA), 32 Federal Express (FedEx), 91, 107, 128, 129, 156, 228, 397, 443 Federal Reserve Bank, 150 Fendi, 60 Ferrari, 47 Fidelity Investments, 157 Financial Accounting Standards Board (FASB), 411 Fireman’s Fund Insurance Company, 410 Fisher-Price, 70 Focus Brands, 10 Food4Africa, 323 Food and Drug Administration (FDA), 36–37 Ford Motor Company, 8, 21, 35, 37, 53, 75, 91, 92, 94, 101, 120, 146, 160, 163, 165, 168, 175, 216, 217, 271, 284, 289, 296, 371, 406, 410, 414, 434, 440, 443, 444, 447 Fortune magazine, 53, 233, 267, 268, 292, 322, 397 Four Seasons hotel, 171 Fox News, 42 Franklin Mint, 151 FreshDirect, 120 Fresh & Easy, 426 G Gallup, 264–265 Gawker Media, 224 General Agreement on Tariffs and Trade (GATT), 51 General Dynamics, 431 General Electric (GE), 5, 15, 18, 44, 76–77, 96, 99, 152, 162, 188, 217, 283, 289, 328, 402, 428, 430, 433, 437, 443–445, 448 General Foods, 147 General Instrument Corporation, 18 General Mills, 37, 42, 70, 347, 405 General Motors, 4, 5, 11, 18, 38, 42, 49, 62, 105, 146, 175, 181, 183, 225, 276, 279, 292–294, 322, 371, 383, 406, 440 Georgetown University Center, 132 Georgia-Pacific Corporation, 177, 399 Godiva, 69, 70 Gold’s Gym, 73, 126, 127 Goodyear Tire & Rubber Company, 426 Google, 5, 11, 43, 87–88, 101, 112, 119, 135, 190, 195, 221, 254, 264 Gould Paper Corporation, 107 Great Clips, Inc., 121 Grub Burger, 129 Guerlain, 60 H Habitat for Humanity, 323 Halliburton, 42, 160, 317 Hallmark Cards, 52 Hamburger University, 217 Harman International Industries, 324 Harvard University, 15 Hasbro, 20, 135 Hennessy, 59 Herbalife, 127 Hershey Foods, 64, 70, 71 Hewitt and Associates, 237 Hilton Hotel, 162, 163, 246–247 H&M, 171 Hoechst AG, 158, 354 Holiday Inn, 131 Home Depot, 18, 77, 103, 401, 424 Honda, 12, 49, 175, 183, 406, 437, 438 Honey Pot, 102, 135 Hooters, 10 Hoover, 424 Hopdoddy, 129 Howard University, 121 HP, 42, 162, 176, 193, 195, 271, 275, 286, 302, 398, 443 Human Synergistics International, 266 Hyperion Solutions Corp., 404 I Iberia Airlines, 179, 180 IBM, 21, 43, 107, 135, 146, 147, 153, 174, 215, 221, 233, 287, 303, 355, 414, 437, 443 IHOP, 171–172 Illinois Tool Works, 158 Imperial Oil of Canada, 49 Inca Quality Foods, 122 Industrial Light & Magic (ILM), 66, 67 Industrie Natuzzi SpA, 62 In-N-Out University, 217 Instagram, 5, 7, 119 Intel, 129, 255 International Harvester, 309 Intuit, 331 ITT, 73 J Jackson Hewitt Tax Services, 121 Jaguar, 75 James Cash Penney, 52 JCPenney’s, 414 J D Power, 22 JetBlue, 160 John Hancock, 286 Johnson Controls, 438 Johnson & Johnson, 34, 42, 152 Jones Lang LaSall (JLL), 290 K Kansas City Royals, 98 Kellogg’s, 10 Kering, 88 KFC, 131, 438–439 Kia, 70, 120 Kirin Brewery, 48 Kmart, 52, 102, 103, 119 Kodak, 173–175, 179, 185, 190, 192, 201 Kohl’s, 414 Kraft Foods, 115 Kroger, 11, 35, 120, 122, 405 Kuapa Kokoo, 58 L Land Rover, 75 League of Women Voters, 37 Lennox, 317 Levi’s, 173 Levi Strauss, 12, 413 Lexus, 22, 69, 441 LG, 111 Lidl, 247 Lincoln Electric, 288 LinkedIn, 212, 345 LinkExchange, 53 Lloyd’s of London, 12 L’Oréal, 74 Louis Vuitton, 59 Lucasfilm, 78 Lucas Films, 64 Lucent Technologies, 355 Lucky’s, 102 LVMH, 59–61, 73, 88 M Macy’s, 177, 211, 284, 350, 383, 385 Manzanita Capital, 174 Marathon Oil, 160 Marc Jacobs, 60 Marek Brothers Construction, 122 Markel Corporation, 127 Marriott hotel, 153, 352 Mars, 64, 405 Marvel, 78 Marvel Comics, 64 Massachusetts Mutual Life Insurance, 216 Mathnasium educational center, 131 Maybelline, 74 Maytag, 146, 147, 447 Mazda, 47 McCafe, 35 McDonald’s, 33–38, 43, 73, 80, 127, 131, 132, 134, 152, 173, 217, 221, 255, 384, 447 McIlhenny Company, 161 McKinsey & Company, 90, 391 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it 478 Organizational & Product Index Mercedes-Benz, 47, 352, 438 Merck, 258 Merrill Lynch, 427 Metalloy, 398 Metro AG, 424 M H Alshaya Company, 171–172 Michigan State University’s Collegiate Employment Research Institute, 299 Microsoft Corporation, 52, 53, 65, 87, 116, 117, 120, 184, 204, 221, 234, 256, 286, 287, 294, 382 Midvale Steel Company, 13 Midway, 129 Mitsubishi, 45 M&Ms, 268, 269 Mobley Hotel, 246 Moet & Chandon, 59 Molson, 48 Mont Blanc, 69 Morgan Stanley, 91, 344 Mothercare, 171 Mothers Against Drunk Driving (MADD), 37 Motorola, 112, 124, 347, 445 Mrs Fields Cookies, 70 Mulan (movie), 407 Muppets, 78 N NASA, 5, 107, 193 National Association of Women Business Owners (NAWBO), 131, 135 National Federation of Independent Business, 128 National Labor Relations Board (NLRB), 225 National Park, 35 National Rifle Association (NRA), 37 National Science Foundation, National Semiconductor, 125 Natural Capital Solutions, 236 NBC Television, 412 Nestlé, 37 Netflix, 1–3, 5, 8, 9, 21, 30, 52, 136, 160, 185, 205, 222, 322, 413 Netscape, 119 Neutral Posture, 39, 129 Newcomers Club, 373 New York Times, 50, 349 NeXT, 302 Nike, 35 Nikon, 69, 191, 192 NineSigma, 366–368 Nintendo, 195 Nissan, 42, 125, 153, 175 NOK Corporation, 398 Nokia, 124 Nonpartisan Public Health Policy Organization, 94 Nordstrom, 331, 412, 437 North American Free Trade Agreement (NAFTA), 50 North Carolina State University (NCSU), 268 Northridge Construction, 207 Northrop Grumman, 347 Northwest Airlines, 53 Northwestern University, 239 Nucor Steel, 11, 221–223, 430, 448 Nurse-Family Partnerships (NFP), 404 Nussbaum Transportation, 290 O Old Navy, 70, 153, 157 Olive Garden, 105, 211, 371 Olufsen, 47 Omaha Steaks, 45 Omni Hotels, 73 Opportunity International Network (OI), 404 Oracle, 48, 182 P Parker Brothers, 189 Payless Shoesource, 171 Peek.com, 321 PepsiCo, 48, 69, 163, 183, 302, 323, 367, 368, 405, 438 P.F Chang’s, 171 Pfizer, 257, 414 P&G, 70 Philip Morris, 286 Philips, 157 Philips Electronics, 444 Pillsbury, 10 Pinkberry, 171 Pinterest, 96–97 Pitney Bowes Credit Corporation, 38 Pixar, 78 Pizza Hut, 426, 438 Plastics Industry Association, 247 Poland Springs, 70 Polaroid, 189, 190 Porsche, 441 Pottery Barn, 171 Precision Auto Wash, 131 PricewaterhouseCoopers, 410 Procter & Gamble, 52, 160, 188, 211, 284, 344, 414, 428 Project Frog, 140–142 Prudential Insurance, 5, 146, 147, 181 Publix, 292 PW India, 410, 411 Q Qantas, 403 Quaker Oats, 73 Quicken Loans, 80 Quick Service Logistics (QSL), 439 Quiksilver, 69 R Ralph Lauren, 69 Ralph Nader’s Center for the Study of Responsive Law, 37 Ramada Inn, 131 Rampart Investments, 46 Rand Corporation, 105 Raytheon, 146, 317 Red Bull GmbH, 161 Red Cross, 104 Reliant Energy, 81 RE/MAX, 131 Rent.com, 212 Research in Motion (RIM), 111–112 RG & GR Harris Funeral Homes, 252–253 Rhone-Poulenc, 354 Richemont, 88 Rio Tinto, 200 Ritz-Carlton Hotel Co., 68, 441 Rochester Institute of Technology, 440 RockPort Capital, 141 Rockport Institute, 246 Rolex, 69 Rover, 75 Royal Dutch Shell, 153, 166, 408 Royal Viking, 90 S Safeway, 35 Salvation Army, 34 Samsung, 111, 442, 444 Samsung Electronics Company, 162 Samsung smartphones, Sanyo, 47 SAS Institute, 405 Satyam Computer Services, 410 Schwinn, 35 SC Johnson & Son, 195 Sears, 102, 103, 150 Securities and Exchange Commission (SEC), 36, 46, 411 Sephora, 60 Service Corps of Retired Executives (SCORE), 130 7-Eleven, 131 Shell Oil, 5, 12, 21, 52–53, 158, 217, 286, 372, 414 Siemens, 437 Sierra Club, 37, 373 Simonds Rolling Machine Company, 13 Singapore Airlines, 92, 93 Small Business Development Center (SBDC), 131 Small Business Institute, 131 Société Bic, 125 Soft Pretzels, 135 Sony, 45, 47, 195, 414 Southwest Airlines, 32, 52, 90, 413 Sprint, 213 Stamps.com, 212 Standard & Poor’s, 391 Stanford University, 87, 159 Starbucks, 3–5, 10, 11, 35, 37, 52, 63, 73, 80, 92, 100, 128, 160, 171, 278, 399 State Farm, 122 Statistical Analysis System (SAS), 267–269 Steinway & Sons, 29–30 Storm, 112 Subaru automobiles, 5, 157 Subway, 35, 131, 132, 428 Sunrise Senior Living, 247 Survey Monkey, 331 Sylvan Learning Center, 131 T Taco Bell, 10, 131, 401, 438 Tag Heuer, 70 Tana Exploration, 73 Target, 10, 11, 22, 116, 165, 369, 437 Tata Motors, 70, 75 Teamsters, 224 Tesco, 424–426, 453 Tesla Motors, 62, 101, 123, 125 Texas Injection Molding (TIM), 193 Texas Instruments, 42, 52, 105, 147, 188, 195, 271, 286, 352, 378 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Organizational & Product Index 479 Textron, 77 3M, 194, 321, 414 Ticketmaster, 212 Tiffany & Co., 60 Timex, 70 TLG Research Inc., 166 Toyota, 11, 120, 141, 153, 175, 183, 440 Trammell Crow Real Estate Investors, 214 Transamerica, 73, 75 TransFair USA, 58 Transportation Security Administration (TSA), 143–146, 172 TRT Holdings, 73, 162 Turing Pharmaceuticals, 42 Twitter, 7, 68, 119, 129, 287 Tyco, 344 U UAW, 181 Uber, 72, 101, 132–133 UBS, 46, 416 Under Armour, 35, 247 Unilever, 5, 12, 18, 46, 77, 414 Union Carbide, 157 Unisys, 48 United Airlines, 18, 54, 79, 275, 352, 441 United Auto Workers (UAW), 38, 178, 224, 225, 373, 385 United States–Mexico–Canada Agreement (USMCA), 51 Universal, 78 Universal Studios, 75, 430 University of Aston, 159 University of California, 209 University of Montana, 237 University of Nebraska, University of Texas, 174, 233 Univision Communications, 332–334, 365 UPS, 156 USAA, 441 US Airways, 398 U.S Army Quartermaster Corps, 246 U.S Civil Service, 146 U.S District Court, 208 U.S Navy/Marines, U.S Postal Service, 156 U.S Small Business Association, 115 U.S Steel, 427 U.S Supreme Court, 208 V Vale, 200 Vanilla Bicycles, 120 Verizon, 112, 159 ViacomCBS, 42 Victoria’s Secret, 171 Viking Cruises, 89–91, 177 Virgin Group, 215, 286 Vodafone, 195 Volkswagen, 47 Volvo Construction Equipment, 184 VP Patrick Spence, 112 W Waldo’s Dollar Mart, 73 Wall Street Journal, 179 Walmart, 5, 10–12, 37, 45, 96, 97, 99, 103, 116, 119, 120, 152, 154, 159, 160, 208, 209, 347, 424, 425, 430, 453 Walt Disney Company, 20, 35, 52, 105, 145, 162, 163, 195 Wang Laboratories, 135 Warby Parker, 124 Warner-Lambert, 256, 257 WD-40 Company, 71, 161, 289 Weed Eater, 193 Wegmans Food Markets, 35, 202–204, 234 Wells Fargo, 12 Wendy’s, 35, 159 Western Electric, 15, 247 Weta Digital Effects, 66 Whirlpool Corporation, 11, 42, 157, 443 Whistler Corporation, 22, 398, 400, 441 White House Communications Agency, 111 Whole Foods, 121–122, 128 Williams-Sonoma, 171 Women’s Growth Capital Fund, 131 Workday, 213 WorldCom, 43, 324, 344 World Trade Organization (WTO), 51 Worthington Industries, 372 X Xerox, 42, 125, 166, 216, 321, 347, 443 Xstrata, 200 Y Yahoo!, 87, 119 Yamaha, 35 Yellow Roadway Corporation, 185 YMCA, 255 YouTube, 88 Yum! Brands, 438–439 Z Zappos, 53 Zara retail store, 64, 426 Zaxby’s, 152 ZipRecruiter, 212 Zoes Kitchen, 129 Zoom, 254, 287 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Subject Index Page numbers followed by “ f ” and “t” refer to figure, and table respectively A absenteeism, 258 acceptance sampling, 444 achievement, need for, 275 achievement-oriented leader behavior, 314 ad hoc SWAT teams, 367 administrative management, 14 administrative model, 100–101, 100f adverse impact, 205 advisory boards, 130 affective component, of attitude, 245 affiliation, need for, 275 affirmative action, 205 Age Discrimination in Employment Act, 205, 206t aggregate productivity, 445 agreeableness, 240 agrimation, 435 alternative dispute resolution, 386 Amazon, 53 Americans with Disabilities Act, 205, 206t application growth, 189f, 190 application launch, 189f, 190 Art of War, The (Sun Tzu), 12 assessment centers, 214 attitudes affective component of, 245 defined, 244 individual behavior and, 244–247 work-related, 245–246 attribution, 249 audits, 410 authoritarianism, 243 authority, 151 automation, 432–433, 433f avoidance, 283 B background experiences, creativity and, 255 balance sheet, 409 barriers to communication, 352–354 individual, 353, 353t organizational, 353t, 354 overcoming, 355t base salary, 292 BCG (Boston Consulting Group) matrix, 75, 76f behavioral elements in decision making, 100–104, 100f administrative model, 100–101, 100f escalation of commitment and, 101–103 ethics and, 103–104 intuition and, 101–102 political forces and, 101 risk propensity and, 103 Behaviorally Anchored Rating Scale (BARS), 219, 219f behavioral management perspective, 15–17 defined, 15 Hawthorne studies and, 15–16 human relations movement and, 16, 17t organizational behavior and, 17 today, 17 behavioral norms, 377–378 conformity of, 377–378 defined, 377 generalization of, 377 variation of, 377 behavior modification, 284 belongingness needs, 272, 272f benchmarking, 443 benefits, 222–223 “Big Five” personality traits, 240–242, 241f Blink (Gladwell), 21 board of directors, 38 Boston Consulting Group (BCG) matrix, 75, 76f bounded rationality, 100 budgetary control See budgets budgets, 407–409 defined, 407 developing, 407t, 408–409, 408f strengths and weaknesses of, 409 types of, 407–408, 407t bureaucracy, 155 bureaucratic control, 412–413, 412f bureaucratic model of organization design, 155–156 burnout, 253 business-level strategies defined, 64 formulating, 69–72 generic, 69–70 product life cycle and, 71, 71f business plan, 126 business process change, 185–186 approaches to, 185–186, 186f defined, 185 need for, 185 buy national laws, 49 C cafeteria benefit plans, 222 Campbell’s Law, 421 capacity, 429–430 career planning, 224 cellular layouts, 431 centralization, 151–153 chain of command, 150 change See organization change charisma, 320 charismatic leadership, 320 Cheaper by the Dozen (movie), 14 chiselers, 15 Civil Rights Act of 1991, 206, 206t classical decision model, 95, 95f classical management perspective, 13–15 administrative management as, 14 defined, 13 scientific management as, 13–14, 14f today, 14–15 closed system, 19 cluster chain, 350, 351f coaching, 188 coalition, 101 code of ethics, 42 coercion, 307, 324 coercive power, 305 cognitive abilities, creativity and, 255–256 cognitive component, of attitude, 245 cognitive dissonance, 245 cohesiveness, 378–380, 378t, 380f consequences of, 380 defined, 378 increasing factors for, 378, 378t performance norms and, 380f reducing factors for, 378–379, 378t Cole, Kat, 10 collective bargaining, 225–226 communication, 332–365 barriers to, 352–354, 355t change and, 180 defined, 338 digital, 347–349 effective, 338 forms of, 342–349 horizontal, 346f, 347 improving, effectiveness, 354–357, 355t, 356f informal, 349–352, 350f interpersonal, 342–344 managing, 352–357 network, 345, 345f nonverbal, 342–343 organizational, 345–347, 346f problems with, 337–338 process, 339–341, 340f role in management, 338–339 vertical, 346–347, 346f communication effectiveness, improving, 354–357, 355t, 356f communication network, 345, 345f communication process, 339–341, 340f communication skills building effective, 56, 389–390, 450 defined, compensation, 221 competition, quality and, 440–441 competitor defined, 35 task environment and, 36f comprehensive approach to change, 178–179, 178f compressed work schedule, 286 computer-aided design (CAD), 433 computer-aided manufacturing (CAM), 433 computer-assisted manufacturing, 433–434 computer-integrated manufacturing (CIM), 433 480 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Subject Index 81 conceptual skills building effective, 109, 139, 168, 389 defined, conceptual skills, building effective, 328–329 concern for people, 309, 310f concern for production, 309, 310f conflict causes of, 382–384 controlling, 385–386 defined, 381 intergroup, 383 interorganizational, 383–384 interpersonal, 382–383 managing, 384–387, 384t nature of, 381–382, 382f negotiation and, 386–387 resolving and eliminating, 386 stimulating, 384–385, 384t conflict of interest, 40 conglomerate (H-form) design, 161–162, 162f conglomerates, 64 conscientiousness, 240 consensus, 249 consideration behavior, 308 consistency, 249 contemporary management perspective, 19–21 applications of, 21 challenges, 21–23 contingency perspective of, 21 systems perspective of, 19–20, 20f content perspectives on motivation, 271–276 defined, 271 esteem needs, 272, 272f implications of, 275–276 individual human needs, 275 needs hierarchy approach, 271–274 two-factor theory of motivation, 274–275, 274f content validation, 213 contingency perspective defined, 21 of organizations, 21 contingency planning, 80–82, 82t contingent workers, 227–228 continuous-process technology, 157–158 contributions, 238, 238f control areas of, 399 bureaucratic, 412–413, 412f decentralized, 412f, 413 defined, 397 effective, 415–416 elements of, 395–423 financial, 406–411 levels of, 399–400, 400f managing, in organization, 415–417 nature of, 397–403 operations, 404–406, 405f operations management as, 436–437 overcoming resistance to, 417 process, steps in, 401–403, 401f purpose of, 397–399, 398f resistance to, 416–417 responsibilities for, 400–401 strategic, 413–414 structural, 411–413, 412f types of, 399–401 controller, 400 controlling conflict, 385–386 controlling, defined, control process, 401–403, 401f corrective actions and, 401f, 403 performance compared against standards, 401f, 402–403 performance measurement and, 401f, 402 standards and, 401–402, 401f control standard, 401 convergent thinking, 256 coordination, 153 core technology, 157–158 corporate governance, 43 corporate-level strategies BCG matrix, 75, 76f defined, 65 formulating, 72–77 GE Business Screen, 76–77, 77f related diversification, 72–73 single-product strategy, 72 unrelated diversification, 73–75 corporate university, 217 costs, minimizing, 398f, 399 costs, quality and, 441 counseling, 188 coverage ratios, 410 COVID-19 pandemic, 3, 19, 22, 23, 62, 92, 94, 105, 121, 126, 153, 154, 165, 166, 176, 177, 180, 207, 208, 215, 221, 247, 254, 273, 275, 315, 337, 343, 382, 415 behavioral norms, 377 capacity decisions during, 430 Disney, 72, 81, 225 economic dimension, 33 economic recession, 441 effective control, 397 expert power during, 306 Hershey, 70 impact on economy, 273–274 internal locus of control and, 242–243 legitimate power during, 305 LVMH, 88 need for affiliation, 275 nonverbal communication and, 343 product–service mix during, 429 psychological contacts during, 240 recession, 223 reopening theme parks, plans for, 371 “ripple” effects, 36 risk propensity, 244 short-term product shortages, 436, 437 supply and demand of labor, 211 task demand–related stress during, 251 telecommuting during, 287, 349 Viking, 91, 113 virtual teams during, 370 creation of an obligation, 324 creativity background experiences and, 255 cognitive abilities, 255–256 defined, 255 enhancing, 257 incubation stage of, 256 individual behavior and, 255–257 insight stage of, 256–257 personal traits and, 255 preparation stage of, 256 verification stage of, 257 crisis management, 80–82, 82t cross-cultural leadership, 323 cross-functional teams, 370 crowdfunding, 130 cultural environment, 48–49 customer defined, 35 task environment and, 36f customer departmentalization, 149–150 cycle time, 443–444 D debt ratios, 410 decentralization, 151–153 decentralized control, 412f, 413 decision making administrative model of, 100–101, 100f behavioral elements in, 100–104, 100f classical model of, 95, 95f conditions, 92–94, 93f decision types and, 92 defined, 7, 91–92 escalation of commitment and, 101–103 ethics and, 103–104 group and team, 105–107, 107t intuition and, 101–102 nature of, 91–95 rational perspectives on, 95–100, 96t risk propensity and, 103 decision-making process, 91 decision-making skills building effective, 84–85, 197, 296–297 defined, decision-making styles, 316–317 decisions, types of, 92 delegation, 151 Delphi group, 105 departmentalization, 148–150 customer, 149–150 defined, 148 functional, 149 location, 150 product, 149 designing operations systems and, 428–431 development-driven decision tree, 318f development, in HRM, 215–217 diagnostic activities, 187 diagnostic skills building effective, 168, 197–198, 450–451 defined, differentiation, defined, 159 differentiation strategy, 69 digital communication, 347–349 digital coordination, 154–155 direct investment advantages/disadvantages of, 47t defined, 48 directive leader behavior, 314 distinctive competence, 64, 66 start-ups and new ventures, 123–126 distinctiveness, 249 divergent thinking, 256 diversification, 72 diversity, 23 divisional (M-form) design, 162–163, 163f doing business on planet Earth cooking up sustainability, 371 leading sustainably, 322–323 lighting the stove, 104 m(otivation) p(er) g(allon), 290 raising CSR bar, 39 zero waste, 183 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it 2 Subject Index downward communication, 347 dysfunctional behaviors, 259 E e-commerce, emergence of, 135 economic community, 50 economic dimension, 33 economies of scale, small business, 123, 124f education, change and, 180, 187 effective, effective communication, 338 effective control, 415–416 accountability and, 417 accuracy and, 415 flexibility and, 415 inappropriate focus and, 416–417 integration planning and, 415 objectivity and, 416 overcoming resistance to, 417 overcontrol and, 416 resistance to, 416–417 rewards for inefficiency and, 417 timeliness and, 415–416 effective strategies, 64 efficient, effort-to-performance expectancy, 276 electronic commerce, emergence of, 135 eliminating conflict, 386 Emoticons, 343 emotional intelligence (EQ), 244 empathy, 244 employee-centered leader behavior, 308 employee information system, 210 employee involvement, total quality management (TQM) and, 442, 442f employee motivation See motivation employee motivation in workplace, 269–270 employee recruitment, 211–213 Employee Retirement Income Security Act of 1974 (ERISA), 206t, 207 employee selection application forms and resumes, 213–214 assessment centers, 214 interviews, 214 other selection techniques, 214–215 tests, 214 employee stock ownership plans (ESOPs), 292 employee unions, 224–225, 226f employment-at-will, 208 empowerment defined, 284–285 techniques and issues in, 285–286 enterprise resource planning (ERP), 184, 211 entrepreneur, 116 entrepreneurship See also start-ups and new ventures big business and, 120 defined, 116 innovation and, 119–120 international management and, 127 job creation and, 117–119, 118t role of, in society, 117–120 entropy, 20 environmental change, adapting to, 397–398, 398f Equal Employment Opportunity, 205, 206t Equal Employment Opportunity Commission, 205 Equal Pay Act of 1963, 206, 206t equity theory, 278–279, 279f ERG theory of motivation, 273–274 ERP (enterprise resource planning), 184 error accumulation, limiting, 398, 398f escalation of commitment, 101–103 established market, 124 esteem needs, 272, 272f ethical behavior defined, 40 managing, 41–42 ethical compliance, 45 ethical leadership, 42, 323 ethics defined, 40 information technology and, 43 European Union (EU), 50 evidence-based management, 99 executive compensation, 292–294 criticisms of, 293–294 special forms of, 292–293 standard forms of, 292 stock option plan as, 292–293 Executive Order 11246, 206t existence needs, 273 expectancy theory, 276–278, 277f defined, 276 effort-to-performance, 276 outcomes, 277 performance-to-outcome, 276–277 Porter-Lawler extension, 278, 279f valence, 277 expert power, 306 exporting advantages/disadvantages of, 47t defined, 47 export restraint agreements, 49 external audits, 410 external environment, 33 external forces, for organization change, 175–176 external locus of control., 242 external recruiting, 212 extinction, 283 extraversion, 241 vs introversion, 242 extraverts, 241 F facilitation, change and, 181 facilities, 430–431 defined, 430 layout of, 430–431, 431f location of, 430 Fair Labor Standards Act, 206, 206t Family and Medical Leave Act of 1993, 206t, 207 favorableness, leader style and, 313, 313f feedback, 432 feelings of loss, change and, 180 financial audits, 410–411 financial budget, 407–408, 407t financial control, 406–411 budgets and, 407–409, 407t, 408f defined, 399 tools for, 409–411 financial statement, 409–410 financing new business, 128–130 finished goods inventory, 437, 438t first-mover advantage, 126 fixed-interval schedule, 283 fixed-position layout, 431, 431f fixed-ratio schedule, 284 flexibility, leader style and, 314 flexible manufacturing systems (FMS), 434 flexible work schedules, 286 focus strategy, 70 force-field analysis, change and, 181, 181f formal information systems, 347–348 forming stage of development, 373 franchisee, 132 franchiser, 132 franchising, 131–132, 134 franchising agreements, 131 frustration-regression element, 273 functional departmentalization, 149 functional (U-form) design, 160–161, 161f functional group, 368–369 G gainsharing programs, 291 gate-hires, 212 GE Business Screen, 76–77, 77f General Adaptation Syndrome (GAS), 250, 250f General Agreement on Tariffs and Trade (GATT), 51 General and Industrial Management (Fayol), 14 general environment defined, 33 economic dimension of, 33 organization’s, 33–35 political-legal dimension of, 34–35 technological dimension of, 34 goal acceptance, 280 goal commitment, 280 goal difficulty, 280–281 goal setting, 188 goal-setting theory of motivation, 279–281, 280f goal specificity, 280 gossip chain, 350, 351f grapevine, 350–351, 351f grievance procedure, 226 group and team decision making, 105–107 advantages of, 106, 107t disadvantages of, 106–107, 107t forms of, 105–106 managing, 107 group, defined, 368 group development, stages of, 373–374, 374f groups and teams See work groups and teams groupthink, 107 growth needs, 273 H halo error, 219 Hawthorne studies, 15–16 H-form approach See conglomerate (H-form) design high-performance teams, 370 horizontal communication, 346f, 347 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Subject Index HRM See human resource management (HRM) human capital, 205 human relations approach, to motivation, 270–271 human relations movement, 16, 17t human resource management (HRM) attracting qualified people and, 209–215 challenges facing, 227–228 defined, 204 environmental context of, 204–209 human resources development and, 215–220 labor relations and, 207, 224–225, 226f legal environment of, 205–208, 206t maintaining workforce and, 220–224 social change and, 208 strategic importance of, 204–205 human resource planning, 209–211, 210f job analysis, 209 supply and demand, 209–211 human resources See also individual headings attracting, 209–215 developing, 215–220 maintaining, 220–224 recruiting, 211 selecting, 213–215 human resources, attracting, 209–215 demand and supply, forecasting, 209–211, 210f job analysis and, 209 supply and demand, matching, 211 human resources, developing, 215–220 performance appraisal, 217–220, 218f, 219f performance feedback, 220 training and development, 215–217 human resources, maintaining, 220–224 career planning, 224 compensation and, 221–222 individual wage and, 222 wage-level and, 221 wage structure and, 221–222 hygiene factors, 274, 274f I Iliad (Homer), 12 importing advantages/disadvantages of, 47t defined, 47 impression management, 324–325 incentive pay plans, 288–289 incentive reward systems, 288–289 incentives, 221 income statement, 409–410 incremental innovations, 191 incubation stage of creativity, 256 indirect compensation, 222 individual behavior in organizations, 235–266 See also workplace behavior attitudes and, 244–247 creativity and, 255–257 individual differences and, 239–240 perception and, 248–249 personality and, 240–244, 241f person-job fit and, 239 psychological contract, 237–239, 238f stress and, 250–255, 250f individual differences, 239–240 individual productivity, 445 individual wage decisions, 222 inducements, 238, 238f, 324 industries, small business construction, 121f, 122 finance, 121f, 122 insurance, 121f, 122 manufacturing, 122f, 123 retailing, 121–122, 121f services, 121, 121f transportation, 121f, 122–123 wholesaling, 121f, 122 industry productivity, 445 informal communication, 349–352, 350f grapevine as, 350–351, 351f management by wandering around as, 351–352 informal group, 369–370 informal leader, 380–381 information distortion, 307 information systems, 347–348 information technology (IT), ethics and, 43 in-group, 318 initiating-structure behavior, 308 innovation, 119–120, 189–195 defined, 189 failure reasons for, 192–193 forms of, 190–192 process, 189–190, 189f innovation application, 189–190, 189f innovation decline, 189f, 190 innovation development, 189, 189f innovation maturity, 189f, 190 in-process sampling, 444 insight stage of creativity, 256–257 inspirational appeal, 307 instrumental compliance, 306 integration, defined, 159 intentional component, of attitude, 245 interacting groups or teams, 105 interest group, 37, 369–370 intergroup activities, 187 intergroup conflict, 383 internal environment defined, 33 organization’s, 38–39 owners and, 38 internal forces, for organization change, 176 internal locus of control, 242 internal recruiting, 212 international business, context of, 48–51 controls on trade and, 49–50 cultural environment, 48–49 economic communities and, 50 General Agreement on Tariffs and Trade (GATT) and, 51 World Trade Organization (WTO) and, 51 international environment of management, 46–51 business trends and, 46–47 context of, 48–51 entrepreneurship and, 127 levels of business activity and, 47–48, 47t international trade, controls on, 49–50 interorganizational conflict, 383–384 interpersonal communication, 342–344 interpersonal conflict, 382–383 interpersonal demands, stress and, 252 interpersonal nature of organization interpersonal dynamics, 336 outcomes of, 336–337 interpersonal problem solving, 386 interpersonal skills building effective, 138–139, 261, 296, 327–328, 360 defined, interrole conflict, 375 interviews, 214 in-transit inventory, 437, 438t intrapreneurs, 195 intrapreneurship, 195 intrarole conflict, 376 intrasender conflict, 376 intuition, 101–102 inventor, 195 inventory control, 437–438, 438t ISO 9000:2000, 444 ISO 14000, 444 J job analysis, 209 job-centered leader behavior, 308 job characteristics approach, 147–148, 148f job creation, 117–119, 118t job enlargement, 146 job enrichment, 147 job evaluation, 221 job rotation, 146 job satisfaction or dissatisfaction, 245–246 job sharing, 287 job specialization, 145–148 alternatives to, 146–148 benefits and limitations of, 145–146 defined, 145 Johari Window, 26 joint venture advantages/disadvantages of, 47t defined, 48 judging versus perceiving, 242 just-in-time (JIT) method, 438 K key performance indicators (KPIs), 422 knowledge workers, 227 L Labor Management Relations Act, 206t, 207 labor relations collective bargaining and, 225–226 defined, 224 employee unions and, 224–225, 226f legal environment of, 207 managing, 224–226 the lap of luxury, 88 large-batch technology, 157 layout, 430–431 Leader-Member Exchange model See LMX (Leader-Member Exchange) model leader–member relations, 312 leaders, 303 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it 4 Subject Index leadership behaviors, 308–310 charismatic, 320 cross-cultural, 323 defined, 303 emerging approaches to, 322–323 ethical, 323 generic approaches to, 307–310 management and, 303–304, 304t nature of, 303–307 political behavior and, 324–325 power and, 305–307 related approaches to, 319–321 strategic, 322 substitutes for, 319–320 traits, 307–308 transformational, 321 leadership behaviors, 308–310 Leadership Grid and, 309–310, 310f Michigan Studies of, 308 Ohio State Studies of, 308–309 Leadership Grid, 309–310, 310f leadership traits, 307–308 leading, defined, leading the way the beauty of differentiation, 74 in communication we trust, 356–357 current affairs in the electric vehicle business, 125 feeding the chicken, 152 happy fit, 53 holding true at Nucor Steel, 223 hotel workers at Hilton, 246–247 “on the fast track,” 10 primed for power, 379 to reward, or to punish? that is the question, 282 learning organization, 166 least-preferred coworker See LPC (leastpreferred coworker) theory least-preferred coworker (LPC) measure, 312 legal compliance, 45 legitimate power, 305 legitimate request, 306 lenders, traditional, 129 Lewin Model for change, 178 licensing advantages/disadvantages of, 47t defined, 48 life and career planning, 188 LinkExchange, 53 liquidity ratios, 410 living wage, 40 LMX (Leader-Member Exchange) model, 318–319, 319f location departmentalization, 150 location of facilities, 430 locus of control, 242–243 LPC (least-preferred coworker) theory, 312–314 defined, 312 favorableness of situation, 312–313, 313f leader style favorableness and, 313, 313f leader style flexibility and, 314 M Machiavellianism, 243 Malcolm Baldrige Award, 440 management in action, 1–3, 31–33, 59–61, 89–91, 114–116, 143–145, 173–175, 202–204, 235–237, 267–269, 301–303, 332–334, 366–368, 395–397, 424–426 administrative, 14 art of, 9–11 behavioral, 15–17, 17t classical, 13–15 contemporary, 19–21 decision making and, 89–113 defined, evolution of, 12–19 functions of, 6–8, 6f historical context of, 12 human resource, 202–234 international environment of, 46–51 introduction to, 3–11 levels of, 4–5, 4f quantitative, 17–19 science of, 9–11 scientific, 13–14, 14f skills, 8–11 strategic, 64–66 theory of, 11–12 by wandering around, 351–352 at work, 29–30, 57–58, 87–88, 111–113, 140–142, 171–172, 199–201, 233–234, 264–265, 298–299, 330–331, 363–364, 391–393, 421–423, 452 management advice, sources for, 130–131 management by wandering around, 351–352 management consultants, 130 management science, 18 managerial ethics, 40–41 managerial innovations, 191 managers areas of management and, 4f, 5–6 defined, of different organization areas, 5–6 kinds of, 4–5, 4f levels of management and, 4–5, 4f organization’s environments and, 33–40 social media, managing communication, 352–357 barriers to, 352–354, 355t improving effectiveness and, 354–357, 355t, 356f organizational skills, 357 managing conflict, 384–387, 384t managing emotions, 244 managing social responsibility, 44–46 formal dimensions of, 45 informal dimensions of, 45–46 managing stress, 254–255 manufacturing, 426–427 manufacturing technology, 432–435, 433f automation and, 432–433, 433f computer-assisted, 433–434 robotics, 434 maquiladoras, 48 Maslow’s hierarchy of needs, 272, 272f mass-production technology, 157 materials control, 437 materials, total quality management (TQM) and, 442, 442f matrix design, 163–165, 164f mechanistic organization, 159 merit pay, 288 merit pay plan, 288 merit reward systems, 288 methods, total quality mangement (TQM) and, 442, 442f M-form approach See divisional (M-form) design Michigan studies of leadership behaviors, 308 minorities, small businesses and, 135 minority enterprise small-business investment companies (MESBICs), 129 mission, 63 most favored nation (MFN) principle, 51 motivating oneself, 244 motivation content perspectives on, 271–276 defined, 260 employee motivation in workplace, 269–270 ERG theory of, 273–274 framework, 270f historical perspectives, 270–271 human relations approach to, 270–271 human resource approach to, 271 managing, 267–300 nature of, 269–271 process perspectives on, 276–281 reinforcement perspectives on, 281–284 reward systems for, 287–294 strategies for boosting, 284–287 traditional approach to, 270 motivational strategies, 284–287 alternative work arrangements, 286–287 empowerment as, 284–286 participation as, 284–285 reward systems as, 287–294 reward systems for, 287–294 motivation factors, 274, 274f Myers-Briggs personality framework, 242 Myers-Briggs Type Indicator (MBTI), 242 N National Labor Relations Act, 206t, 207 National Labor Relations Board (NLRB), 207 need for achievement, 275 need for affiliation, 275 need for power, 275 needs hierarchy approach, 271–274 negative affectivity, 247 negotiation, 386–387 networking, 131 neuroticism, 241 new venture, 116 niche, 124 nominal group, 106 nonmonetary budget, 407t, 408 nonmonetary incentive, 289 nonprogrammed decision, 92 nonverbal communication, 342–343 norm conformity, 377–378 norm generalization, 377 norming stage of development, 373–374 norms, defined, 377 norm variation, 377 North American Free Trade Agreement (NAFTA), 50 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Subject Index O obligation, creation of, 324 OB Mod, 284 Occupational Safety and Health Act of 1970 (OSHA), 206t, 207 offshoring, 185 Ohio State studies of leadership behaviors, 308–309 open innovation, 367 openness, 241 open system, 19 operating budget, 407t, 408 operating ratios, 410 operational goal, 63 operational plans, 79–82 contingency, 80–82, 82t defined, 63 policy as, 79t, 80 program as, 79, 79t rules and regulations as, 79t, 80 single-use, 79, 79t SOP (standing operating procedure) as, 79t, 80 standing, 79–80, 79t operations control, 404–406 defined, 399, 404 postaction control and, 406 preliminary control and, 405, 405f screening control and, 405–406, 405f operations management defined, 18 nature of, 426–427 productivity and, 445–448 quality management and, 439 supply chain management and, 435–438 technology and, 432–435 operations systems, designing, 428–431 capacity and, 429–430 facilities and, 430–431 product-service mix and, 428–429 oral communication, 342, 344 organic organization, 159 organization, interpersonal nature of, 335–336 organizational behavior, 17 organizational change innovation and, 189–195, 189f organizational citizenship, 258–259 organizational commitment, 246 organizational communication, 345–347, 346f managing, 352–357 organizational complexity, coping with, 398, 398f organizational culture, 51–54 defined, 51 determinants of, 52 importance of, 52 managing, 52–54 organizational engagement, 246 organizational goals, 61–63 purposes of, 62–63 types of, 61f, 63 organizational innovation, 189–195, 189f defined, 189 failure reasons for, 192–193 forms of, 190–192 process, 189–190, 189f organizational life cycle, 160 organizational opportunities, 67f, 68 organizational plans, 63 organizational size, 159 organizational skills, 357 organizational strengths defined, 66 evaluating, 66–67, 67f organizational threats, 67f, 68 organizational weaknesses defined, 67 evaluating, 67, 67f organization change areas of, 182–189 to business processes, 182t, 185–186, 186f defined, 175 forces for, 175–176 managing, 177–181 nature of, 175–177 organization development and, 186–188 to people, attitudes, and behaviors, 182t, 184–185 planned versus reactive, 176–177 resistance to, overcoming, 180–181, 181f resistance to, understanding, 179–180 steps in process of, 178–179, 178f to structure and design, 182, 182t to technology and operations, 182–184, 182t organization design bureaucratic model of, 155–156 conglomerate (H-form), 161–162, 162f divisional (M-form), 162–163, 163f emerging issues in, 165–166 environment and, 158–159 forms of, 160–165 functional (U-form), 160–161, 161f hybrid, 165 learning, 166 matrix, 163–165, 164f situational influences on, 156–160 size and, 159–160 team, 165–166 technology and, 157–158 virtual, 166 organization development, 186–188 assumptions, 186–187 defined, 186 effectiveness of, 188 techniques, 187–188 organization’s environments, 33–40 ethical environment, 40–43 general environment, 33–35 internal environment, 38–39 international environment, 46–51 organizational culture and, 51–54 social environment, 43–46 task environment, 35–37 organization structure authority distribution and, 151–153 coordination and, 153–155 departmentalization and, 148–150 elements of, 145–155 job specialization and, 145–148 reporting relationships, establishment of, 150–151 organizing defined, elements of, 145–155 outcomes, expectancy theory and, 277 out-group, 318 Outliers (Gladwell), 21 outsourcing, 443 overall cost leadership strategy, 70 owners, 38 P participation areas of, 285 change and, 180 defined, 285 motivation and, 285 participative leader behavior, 314 path–goal theory, 314–315 defined, 314 framework, 315f leader behavior and, 314 situational factors, 314–315 people, concern for, 309, 310f perception attribution and, 249 defined, 248 individual behavior and, 248–249 selective, 248, 248f, 249f stereotyping and, 248–249, 249f perceptions, change and, 180 performance appraisal, 217–220 defined, 217 errors in, 219–220 feedback, 220 graphic rating scales for, 218f methods of, 217–219 performance behaviors, 257–258 performance measurement, 401f, 402 performance-to-outcome expectancy, 276–277 performing stage of development, 374 personal assessment, skill-building, 27–29, 56–57, 85–87, 110–111, 139–140, 168–170, 198–199, 231–232, 262–263, 297–298, 329–330, 360–363, 390–391, 420–421, 451 personal electronic technology, 348–349 personal identification, 307 personality “Big Five” model of, 240–242, 241f defined, 240 emotional intelligence (EQ) and, 244 individual behavior and, 240–244, 241f Myers-Briggs framework, 242 personality clash, 382 personal resources, 128–129 person-job fit, 239 personnel See human resource management (HRM) person-role conflict, 376 persuasion, 324 philanthropic giving, 45 physical demands, stress and, 251 physical work environment, 38–39 physiological needs, 272, 272f piece-rate incentive plan, 288 planned change, 176 planning, 188 defined, management process and, 6f organizational goals and, 61–63 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it 6 Subject Index planning process, 61–63, 61f planning process, 79–82, 79t tactical planning, 78 policy, 79t, 80 political behavior defined, 324 impression management as, 324–325 managing, 325 in organizations, 324–325 types of, 324 political-legal dimension defined, 34 of general environment, 34–35 pooled interdependence, 153 Porter-Lawler extension of expectancy theory, 278, 279f portfolio management techniques, 75 position power, 312–313 positive affectivity, 247 positive reinforcement, 282–283 postaction control, 406 power coercive, 305 defined, 305 expert, 306 leadership and, 305–307 legitimate, 305 need for, 275 referent, 305–307 reward, 305 use of, 306–307 predictive validation, 213 Pregnancy Discrimination Act, 206t preliminary control, 405, 405f preparation stage of creativity, 256 Prince, The (Machiavelli), 12, 243 process consultation, 188 process innovations, 191–192 process layouts, 430, 431f process perspectives on motivation, 276–281 defined, 276 equity theory, 278–279, 279f expectancy theory, 276–278, 277f goal-setting theory, 279–281, 280f implications of, 281 procurement, 437 product champion, 195 product departmentalization, 149 product innovations, 191–192 production, concern for, 309, 310f production management See operations management productivity defined, 445 forms of, 445–446 importance of, 446 improving, 447–448 levels of, 445 managing, 445–448 meaning of, 445–446 quality and, 441 trends, 446, 447f product layout, 430, 431f product life cycle, 71, 71f product-service mix, 428–429 profit sharing, 291 program, 79, 79t programmed decision, 92 project, 79, 79t proxemics, 343 psychological contacts, during COVID-19 pandemic, 240 psychological contract, 237–239, 238f Psychology and Industrial Efficiency (Munsterberg), 15 punishment, 283 purchasing management, 437 Q quality cost and, 441 defined, 440 dimensions of, 440t importance of, 440–441 meaning of, 440 total quality management (TQM), 441–442, 442f quality assurance, 441 See also total quality management (TQM) quantitative management perspective, 17–19 defined, 18 management science and, 18 operations management and, 18 today, 18–19 quota, 49 R radical innovations, 191 rate busters, 15 ratio analysis, 410 rational decision making, 95–100 alternative implementation, 96t, 98 alternative selection, 96t, 97–98 classical decision model, 95, 95f evaluating alternatives, 96t, 97, 98f evidence-based management as, 99 follow up and evaluation, 96t, 98–99 identify alternatives, 96–97, 96t recognizing need for decision, 95–96, 96t steps in, 95–99, 96t rational persuasion, 307 raw materials inventory, 437, 438t reactive change, 176–177 realistic job preview (RJP), 213 recency error, 219 reciprocal interdependence, 153 recruiting, 211 reengineering, 185, 186f See also business process change referent power, 305–307 regulations, rules and, 79t, 80 regulators defined, 36 task environment and, 36f regulatory agencies, 36 reinforcement perspectives on motivation, 281–284 explained, 281 implications of, 284 kinds of, 282–283 providing, 283–284 reinforcement theory, 281 elements of, 283t related diversification, 72–73 relatedness needs, 273 relationship-oriented leaders, 393 replacement chart, 210 reporting relationships, 150–151 Republic (Plato), 12 resistance to change overcoming, 180–181, 181f understanding, 179–180 resolving conflict, 386 resource deployment, 64 reward power, 305 reward systems defined, 287 executive compensation, 292–294 incentive, 288–289 merit, 288 to motivate performance, 287–294 new approaches to, 294 team and group incentive, 290–292 risk propensity, 103, 104, 244 robot, 434–435 robotics, 434 role ambiguity, 376 conflict, 375–376 defined, 375 demands, stress and, 251–252 overload, 376–377 structure, 375–377, 376f rules and regulations, 79t, 80 S sailing the seas, 113 salary, 221 sales commissions, 289 Sarbanes-Oxley Act of 2002, 42 satisficing, 101 SBA financial programs, 129–130 scalar principle, 150 Scanlon plan, 291 scientific management, 13–14 defined, 13 steps in, 14f scope of strategy, 64 screening control, 405–406, 405f Second World War, The (Churchill), 12 security needs, 272, 272f selective perception, 248, 248f, 249f self-actualization needs, 272–273, 272f self-awareness, 244 self-efficacy, 243 self-esteem, 243–244 self-interest, threatened, change and, 179 self-managed teams, 370 sensing versus intuition, 242 sequential interdependence, 153 service organization, 427 service technology, 435 Habits of Highly Effective People, The (Covey), 27 single-product strategy, 72 single-use plan, 79, 79t situational influences on organization design, 156–160 core technology, 157–158 environment, 158–159 organizational life cycle, 159–160 organizational size, 159–160 situational view of organization design, 156 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it Subject Index 87 Six Sigma, 4454 skill-building personal assessment, 85–87, 262–263 assessing your needs, 297–298 decision-making styles, 110–111 delegation aptitude survey, 168–170 entrepreneurial quiz, 139–140 gender talk quiz, 360–363 innovation and learning styles, 198–199 managerial leader behavior questionnaire, 329–330 quality and productivity, defining, 451 rating manager, 27–29 sense of culture, 56–57 students want from their jobs, 231–233 understanding control, 420–421 using teams, 390–391 skills communication, building effective, 56, 389–390, 450 conceptual, building effective, 55, 109, 139, 168, 328–329, 389 decision-making, building effective, 84–85, 110, 197, 230–231, 296–297 diagnostic, building effective, 168, 197–198, 450–451 interpersonal, building effective, 26, 138–139, 261, 296, 327–328, 360 personal assessment, building, 56–57, 110–111, 139, 168–170, 198–199, 231–233 technical, building effective, 231, 359, 420 time management, building effective, 27, 84, 261–262, 419 skills inventory, 210 small-batch technology, 157 small business See also entrepreneurship; start-ups and new ventures defined, 116 economies of scale, 123, 124f failure reasons for, 136 importance of, in United States, 118f, 120 industry choices for, 120–123, 121f, 124f start-up trends in, 134–135 success reasons for, 136–137 small-business investment companies (SBICs), 129 socialization, 378 social media managers, social responsibility arguments against, 43–44 arguments for, 43–44 defined, 43 managing, 44–46 in organizations, 43–46 social skill, 244 socioemotional role, 375 soldiering, 13 SOP (standing operating procedure), 79t, 80 span of control, 150 span of management, 150 sponsor, 195 SQC (statistical quality control), 444 standing operating procedure (SOP), 79t, 80 standing plan, 79–80, 79t starting new business, 127–128 start-up, 116 start-ups and new ventures business plan and, 126 distinctive competencies and, 123–126 financing and, 128–130 franchising and, 131–132, 134 industry choice for, 120–123, 121f management advice sources for, 130–131 performance of, 134–137 starting business and, 127–128 strategy for, 120–127 structure of, 127–134 state of certainty, 92, 93f state of risk, 93, 93f state of uncertainty, 93f, 94 statistical quality control (SQC), 444 steps in rational decision making evaluate alternatives, 96t, 97, 98f follow up and evaluate results, 96t, 98–99 identify alternatives, 96–97, 96t implement chosen alternative, 96t, 98 recognize and define decision situation, 95–96, 96t select best alternative, 96t, 97–98 stereotyping, 248–249, 249f stimulating conflict, 384–385, 384t stock option plan, 292–293 storming stage of development, 373 strategic alliance advantages/disadvantages of, 47t defined, 48 strategic alliances, 129 strategic allies, 37 strategic alternatives, 64–66 strategic business unit (SBU), 72 strategic commitment, total quality management (TQM) and, 441, 442f strategic control, 399–400, 413–414 strategic goal, 63 strategic leadership, 322 strategic management, 64–66 strategic partners defined, 37 task environment and, 36f, 37 strategic plan, 63 strategy business-level, formulating, 69–72 components of, 64 corporate-level, formulating, 72–77 defined, 64 scope of, 64 for start-ups and new ventures, 120–127 SWOT analysis and, 66–69, 67f types of, 64–66 strategy formulation, 66 strategy implementation, 66 strengths, weaknesses, opportunities, and threats (SWOT) analysis, 66–69, 67f stress, 252–253 causes of, 251–252, 252f consequences of, 253 defined, 250 general adaptation syndrome (GAS), 250, 250f individual behavior and, 250–255, 250f managing, 254–255 types of, 250–251 stressor, 250, 252f structural control, 411–413, 412f bureaucratic, 412–413, 412f decentralized, 412f, 413 defined, 399 structural coordination techniques, 153–154 substitutes for leadership, 319–320 subsystem, 19 suppliers defined, 35 task environment and, 36–37, 36f supply and demand forecasting, 209–211 matching human resource, 211 supply chain management, 435–438 supportive leader behavior, 314 survey feedback, 187 SWOT (strengths, weaknesses, opportunities, and threats) analysis, 66–69, 67f synergy, 20 system, 19 systems perspective of organizations, 19–20, 20f T tactical goal, 63 tactical plans, 78 defined, 63, 78 developing, 78 executing, 78 Taft-Hartley Act, 206t, 207 tall versus flat organizations, 150–151 tariff, 49 task demands, stress and, 251 task environment, 33 competitors and, 35, 36f customers and, 35, 36f defined, 33 organization’s, 35–37 regulators and, 36–37, 36f strategic partners and, 36f, 37 suppliers and, 36–37, 36f task group, 370–372 task-oriented leaders, 393 task specialist role, 375 task structure, 312 team, 370–372 team and group incentive reward systems, 290–292 team-building, 187 team organization, 165–166 teams See work groups and teams technical innovations, 191 technical skills building effective, 231, 359, 420 defined, technological dimension defined, 34 of general environment, 34 technology defined, 157, 432 manufacturing, 432–435, 433f service, 435 total quality management (TQM) and, 442, 442f technostructural activities, 188 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it 8 Subject Index tech watch analytics and the future of auditing, 411 breaking the mold, 193–194 “ but what is a social media manager?”, the intelligent way to run a nonprofit, 404 KFC stores, problems for, 438–439 starting conversations, 68–69 thinking (and talking) on your feet, 347–348 using tech to find talent, 212 telecommuting, 287, 349 temporary workers, 227–228 tests, 214 theory, 11 Theory X, 16, 17t Theory Y, 16, 17t thinking versus Feeling, 242 third-party peacemaking, 187 360-degree feedback, 220 time-driven decision tree, 317f time management skills building effective, 27, 84, 261–262, 419 defined, Tipping Point, The (Gladwell), 21 Title VII of the Civil Rights Act of 1964, 205, 206t total factor productivity, 445 total quality management (TQM), 441– 442, 442f See also quality defined, 441 employee involvement and, 442, 442f materials and, 442, 442f methods and, 442, 442f strategic commitment and, 441, 442f technology and, 442, 442f tools and techniques, 442–445 traditional approach to motivation, 270 training, in HRM, 215–217 transformational leadership, 321 turbulence in the air, 58 turnover, 258 two-factor theory of motivation, 274–275, 274f Type A personalities, 250 Type B personalities, 250 U U-form approach See functional (U-form) design uncertainity, change and, 179 unethical behavior, 40 unions, 224–225, 226f unit productivity, 445 unit technology, 157 unity of command, 150 universal perspectives, 21 unrelated diversification, 73–75 upward communication, 346 V valence, expectancy theory and, 277 validation, 213 value-added analysis, 442–443 variable-interval schedule, 284 variable-ratio schedule, 284 variable work schedules, 286 venture capital companies, 129 verification stage of creativity, 257 vertical communication, 346–347, 346f Vietnam Era Veterans Readjustment Assistance Act, 206t virtual organization, 166 virtual teams, 370 Vroom’s decision tree approach, 315–318 decision-making styles and, 316–317 defined, 315 development-driven type of, 318f evaluation and implications of, 317–318 premises, 316, 317f, 318f time-driven type of, 317f W wage-level decision, 221 wages, 221 wage structure decision, 221–222 walk-ins, 212 whistle-blowing, 45 withdrawal behaviors, 258 women, small businesses and, 135 workforce diversity See diversity work groups and teams behavioral norms and, 377–378 characteristics of, 375–381 cohesiveness and, 378–380, 378t, 380f conflict and, 381–384 development stages of, 373–374, 374f informal leadership and, 380–381 managing, 366–394 negotiation and, 386–387 reasons people join, 372–373 role structures, 375–377, 376f types of, 368–372, 369f work in process inventory, 437, 438t workplace behavior, 257–259 defined, 257 dysfunctional behaviors as, 259 employee motivation, importance of, 269–270 organizational citizenship behaviors as, 258–259 performance behaviors as, 257–258 withdrawal behaviors as, 258 work-related attitudes, 245–246 job satisfaction/dissatisfaction and, 245–246 organizational commitment and, 246 work teams, defined, 148 See also work groups and teams world of difference dispensing hope, 428 following her own path, 321 leading to stress, 252–253 sometimes doing the “Right Thing” can be confusing, 102 World Trade Organization (WTO), 51 written communication, 343–344 Y you make the call an open invitation to innovation, 393–394 A Big Desk May Say it All, 365 controlling the cheesecakes, 423 engaging with the company garbage, 266 the lap of luxury, 88 no company for old-fashioned management, 234 out supply-chaining the king of supply chainers, 453 a picture says it all, 201 putting the greek into yogurt, 142 Reed Hastings doesn’t like standing still, 30 sailing the seas, 113 the stress of screening, 172 turbulence in the air, 58 two bites from the same Apple, 331 what makes SAS a great place to work?, 300 young urban professionals (yuppies), 23 yuppies, 23 Z Zappos, 53 Copyright 2022 Cengage Learning All Rights Reserved May not be copied, scanned, or duplicated, in whole or in part Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s) Editorial review has deemed that any suppressed content does not materially affect the overall learning experience Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it