Convenience

K
knowledge workers, 249
L
Labor Management Relations Act, 227
t
,
229–230
labor relations
collective bargaining and, 248
defined, 246
employee unions and, 246–248, 247
f
legal environment of, 229–230
managing, 246–248
large-batch technology, 175
layout, 463
Leader-Member Exchange model.
See
LMX
(Leader-Member Exchange) model
leader-member relations, 337
leaders, 329
leadership
behaviors, 332–333
charismatic, 344–345
cross-cultural, 346
defined, 329
emerging approaches to, 346–348
ethical, 348
generic approaches to, 331–333
management and, 329, 330
t
nature of, 328–331
political behavior and, 348–351
power and, 329–331
related approaches to, 344–345
situational approaches to, 334–344
strategic, 346
substitutes for, 344
traits, 331–332
transformational, 345
leadership behaviors, 332–333
Managerial Grid and, 333, 334
f
Michigan studies of, 332
Ohio State studies of, 332–333
leadership traits, 331–332
leading
defined, 7
management process and, 7
f
learning organization, 182–183
least-preferred coworker.
See
LPC (least-
preferred coworker) theory
legal compliance, 48
legitimate power, 329
lenders, 144
Lewin Model for change, 196
licensing
advantages/disadvantages of, 52
t
defined, 52–53
life and career planning, 208
liquidity ratios, 440
living wage, 44
LMX (Leader-Member Exchange) model,
343–344, 343
f
location departmentalization, 166, 462
locus of control, 267
LPC measure, 336
LPC (least-preferred coworker) theory, 336–338
defined, 336
favorableness of situation, 337, 338
f
leader style favorableness and, 337, 338
f
leader style flexibility and, 338
M
Machiavellianism, 267–268
maintenance operations center advisor
(MOCA), 374
Malcolm Baldrige Award, 474
management
in action, 1–3, 34–36, 65–67, 98–100, 127–129,
159–161, 223–225, 260–262, 292–294,
326–328, 361–363, 391–393, 424–426,
456–459
administrative, 13–14
art of, 10
behavioral, 14–17, 16
t
classical, 12–14
contemporary, 19–24
decision making and, 98–124
defined, 4
of different organization areas, 5–6
evolution of, 10–19
functions of, 6–7, 7
f
historical context of, 11–12
human resource, 223–257
international environment of, 51–56
introduction to, 3–10
levels of, 4–5, 5
f
quantitative, 17–19
science of, 9
scientific, 12–13, 13
f
skills, 7–9
strategic, 71–72
theory of, 11
by wandering around, 377
at work, 29–31, 61–63, 94–95, 122–124,
155–157, 187–189, 219–220, 255–257,
287–289, 321–323, 356–357, 387–389,
419–421, 453–454, 486–488
of workforce diversity, 244–246
management advice, sources for, 145–147
management by wandering around, 377
management consultants, 145–146
management information systems
(MISs), 371
management science, 17–18
managerial ethics, 43–44
Managerial Grid, 333, 334
f
managerial innovations, 211, 212
managers
areas of management and, 5–6, 5
f
defined, 4
kinds of, 4–6
levels of management and, 4–5, 5
f
organization’s environments and, 34–63
managing communication, 379–383
barriers to, 379–381, 380
t
improving effectiveness and, 381–383, 381
t
,
382
f
managing conflict, 412–414, 412
t
managing emotions, 268
managing social responsibility, 48–50
formal dimensions of, 48–50
informal dimensions of, 50
managing stress, 276, 278–279
manifest needs, 298–299
manufacturing, 460
manufacturing on demand, 374
manufacturing technology, 466–468, 467
f
automation and, 466–467, 467
f
computer-assisted, 467–468
robotics, 468
maquiladoras, 53
Maslow’s hierarchy of needs, 296–297, 296
f
mass-production technology, 175
materials, total quality management (TQM)
and, 475
f
, 476
materials control, 472
matrix design, 179–181, 180
f
mechanistic organization, 175
merit pay, 311
merit pay plan, 311
merit reward systems, 311
methods, total quality management (TQM)
and, 475
f
, 476
M-form approach.
See
divisional (M-form)
design
Michigan studies of leadership behaviors, 332
minorities, small businesses and, 150
minority enterprise small-business investment
companies (MESBICs), 145
mission, 69
most favored nation (MFN) principle, 56
motivating oneself, 268
motivation
content perspectives on, 295–299
defined, 294
framework, 295
f
managing, 292–323
nature of, 294–295
process perspectives on, 299–304
reinforcement perspectives on, 304–307
reward systems for, 310–316
strategies for boosting, 307–310
514
Subject Index
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motivational strategies, 307–310
alternative work arrangements as, 307–310
empowerment as, 307