Fundamentals of Management, 8th ed

Cheaper by the Dozen (movie), 13

chiselers, 15

Civil Rights Act of 1991, 227t, 228, 229

classical decision model, 104, 104f

classical management perspective, 12–14

administrative management as, 13–14

defined, 12

scientific management as, 12–13, 13f

today, 14

closed systems, 20

cluster chain, 376f

coalition, 112

code sharing, 187–188

codes of ethics, 45

coercion, 349, 350

coercive power, 331

cognitive abilities, creativity and, 280

cognitive component, of attitude, 269

cognitive dissonance, 269

cohesiveness

consequences of, 408

defined, 407

increasing factors for, 407, 407t

performance norms and, 408f

reducing factors for, 407t, 408

collective bargaining, 248

510

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communication, 361–389

barriers to, 379–381, 380t

change and, 200

defined, 364–365

digital, 371–375

effective, 364

forms of, 367–375

horizontal, 370, 370f

improving, effectiveness, 381–383, 381t,

382f

informal, 375–379, 375f

interpersonal, 367–368

managing, 379–383

network, 368–369, 369f

nonverbal, 377–379

organizational, 369–370, 370f

process, 366–367, 366f

useful information and, 365–366

vertical, 369–370, 370f

communication effectiveness, improving,

381–383

communication network, 368–369, 369f

communication process, 366–367, 366f

communication skills, building effective, 60,

91–92, 318, 418, 484

communication skills, defined, 9

company productivity

compensation, 240

competition, quality and, 474

competitor

defined, 39

task environment and, 40f

complete information, 365

comprehensive approach to change, 196, 197f

compressed work schedule, 309

computer-aided design (CAD), 467

computer-aided manufacturing (CAM), 467

computer-assisted manufacturing, 467–468

computer-integrated manufacturing (CIM),

467

conceptual skills

building effective, 120, 154, 184, 417

defined, 8–9

concern for people, 333, 334f

concern for production, 333, 334f

conflict

causes of, 410–412

controlling, 413–414

defined, 409

intergroup, 411

interorganizational, 412

interpersonal, 409–411

managing, 412–414, 412t

nature of, 409–410, 410f

negotiation and, 414–416

resolving and eliminating, 414

stimulating, 413

conflict of interest, 44

conglomerate (H-form) design, 178, 178f

conglomerates, 72

conscientiousness, 265

consensus, 273

consideration behavior, 332–333

consistency, 273

contemporary management perspective,

19–24

applications of, 21

challenges, 21–24

contingency perspective of, 20–21

systems perspective of, 19–20, 19f

content perspectives on motivation, 295–299

defined, 295

individual human needs, 298–299

needs hierarchy approach, 296–297

two-factor theory of motivation, 297–298,

298f

contingency perspective

defined, 20

of organizations, 20–21

contingency planning, 86–89, 88f

contingent workers, 250–251

continuous-process technology, 175

contributions, 262, 263f

control

areas of, 430

bureaucratic, 442, 442f

decentralized, 442f, 443

defined, 426

effective, 444–446

elements of, 424–454

financial, 436–441

levels of, 430–431, 431f

managing, in organizations, 444–448

nature of, 426–434

operations, 434–436, 435f

operations management as, 469–470

overcoming resistance to, 447–448

process, steps in, 432–434, 432f

purpose of, 427–428, 427f

resistance to, 446–447

responsibilities for, 431–432

strategic, 443–444

structural, 441–443, 442f

types of, 428–432

controller, 431

controlling

defined, 7

management process and, 7f

controlling conflict, 413–414

control process, 432–434, 432f

corrective actions and, 432f, 434

performance compared against standards,

432f, 433–434

performance measurement and, 432f, 433

standards and, 432–433, 432f

control standard, 432

convergent thinking, 280

coordination, 171

core technology, 174–175

corporate governance, 46

corporate-level strategies

defined, 72

formulating, 77–83

GE Business Screen, 82–83, 82f

related diversification, 77–78

single-product strategy, 77

unrelated diversification, 78–81

corporate university, 235

costs, minimizing, 427f, 428

costs, quality and, 475

coverage ratios, 440

creation of obligation, 349

creativity

background experiences and, 279–280

cognitive abilities and, 280

defined, 279

enhancing, 281–282

incubation stage of, 280–281

individual behavior and, 279–282

insight stage of, 281

personal traits and, 280

preparation stage of, 280

verification stage of, 281

crisis management, 86–89, 88f

cross-cultural leadership, 346

cross-functional teams, 397

cultural environment, 53–54

customer

defined, 39

task environment and, 40f

customer departmentalization, 166

cycle time, 477

D

data, 364

debt ratios, 440

decentralization, 169

decentralized control, 442f, 443

decision making

administrative model of, 111–112, 112f

behavioral aspects of, 111–116, 112f

classical model of, 104, 105f

conditions, 102–103, 102f

decision types and, 101

defined, 6, 100–101

escalation of commitment and, 113–115

ethics and, 115–116

group and team, 116–118, 117t

intuition and, 113

management process and, 7f

nature of, 100–103

political forces in, 112–113

rational perspectives on, 104–111, 106t

risk propensity and, 115

decision-making process, 100

decision-making skills

building effective, 26–27, 91, 216, 252–253,

318–319

defined, 9

decision-making styles, 342–343

decisions, types of, 101

decision support systems (DSSs), 372–373

delegation, 167

Delphi group, 116–117

departmentalization, 164–166

customer, 166

defined, 164

functional, 165–166

location, 166

product, 166

development, in HRM, 235

development-driven decision tree, 342f

Subject Index

511

Copyright 2016 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.

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diagnostic activities, 208

diagnostic skills

building effective, 153, 185, 216–217,

352–353, 484–485

defined, 9

differentiation, 176

differentiation strategy, 74

digital communication, 371–375

direct investment

advantages/disadvantages of, 52t

defined, 53

directive leader behavior, 339

distinctive competence, 71, 73

entrepreneurial organizations and, 139, 141

distinctiveness, 273

divergent thinking, 280

diversification, 77

diversity, 22

as competitive advantage, 244

as conflict source, 244–245

defined, 244

impact of, 244–245

individual management strategies for, 245

management of, 244–246

meaning of, 244

organization management strategies for,

245–246

diversity and multicultural training, 245–246

divisional (M-form) design, 179, 179f

downward communication, 370

dysfunctional behaviors, 283–284

E

e-commerce, emergence of, 149–150

economic community, 55

economic dimension, 37

economies of scale, small business, 138f

education, change and, 200

effective, 4

effective communication, 364

effective control, 444–446

accuracy and, 445–446

flexibility and, 444–445

integration planning and, 444

objectivity and, 446

overcoming resistance to, 447–448

resistance to, 446–447

timeliness and, 446

effective listening skills, 382f

effective strategies, 71

efficient, 4

effort-to-performance expectancy, 300

electronic commerce, emergence of, 149–150

electronic coordination, 172

eliminating conflict, 414

emotional intelligence (EQ), 268

empathy, 268

employee-centered leader behavior, 332

employee information system, 232

employee involvement, total quality

management (TQM) and, 475f, 476

employee motivation. See motivation

Employee Retirement Income Security Act of

1974 (ERISA), 227t, 229

employees, 42

employee stock ownership plans (ESOPs), 314

employee unions, 246–248, 247f

empowerment, 307

enterprise resource planning (ERP), 203, 232

entrepreneur, 129

entrepreneurial organizations

business plan and, 141

distinctive competencies and, 139, 141

financing and, 143–145

franchising and, 147–148

industry choice for, 133–138, 134f

management advice sources for, 145–147

performance of, 148–152

starting business and, 142–143

strategy for, 133–142

structure of, 142–148

entrepreneurship. See also entrepreneurial

organizations

big business and, 133

defined, 129

importance of, 130–131, 130f

innovation and, 132–133

international management and, 141–142

job creation and, 131, 132f

nature of, 129

role of, in society, 129–133, 132f

entropy, 20

environmental change, adapting to, 427, 427f

Equal Employment Opportunity, 227t

Equal Employment Opportunity Commission,

228

Equal Pay Act of 1963, 227t, 228, 229

equity theory, 302

ERP (enterprise resource planning), 203

error accumulation, limiting, 427–428, 427f

escalation of commitment, 113–115

established market, 139

esteem needs, 296f, 297

ethical behavior

defined, 43

managing, 44–45

ethical compliance, 48–49

ethical leadership, 45–46, 348

ethics

defined, 43

information technology and, 46

European Union (EU), 55

evidence-based management, 110–111

executive compensation, 314–316

criticisms of, 315–316

standard forms of, 314

stock option plan as, 314–315

Executive Order 11246, 227t

executive support system (ESS), 373

expectancy theory, 299–301, 300f

defined, 299

effort-to-performance, 300

model, 300f

outcomes, 300–301

performance-to-outcome, 300

Porter-Lawler extension of, 301, 301f

valence, 300–301

expert power, 331

exporting

advantages/disadvantages of, 52t

defined, 52

export restraint agreements, 54

external audits, 440–441

external environment, 37

external forces, for organization change,

194–195

external recruiting, 233

extinction, 306

extranets, 374

extraversion, 266

extraversion versus introversion, 266

extraverts, 266

F

facilitation, change and, 200–201

facilities, 462–465

defined, 462

layout of, 463, 463f, 465

location of, 462

Fair Labor Standards Act, 227t, 228, 229

Family and Medical Leave Act of 1993, 227t,

229

favorableness, leader style and, 337, 338f

feedback, 466

financial budget, 437, 438t

financial control, 436–441

budgets and, 436–440, 438t, 439f

defined, 430, 436

tools for, 440–441

financial statement, 440

financing new business, 143–145

finished goods inventory, 472, 472t

first-mover advantage, 141

fixed-interval schedule, 306

fixed-position layout, 463f, 465

fixed-ratio schedule, 306

flexibility, leader style and, 338

flexible manufacturing systems (FMSs), 468

flexible-work schedules, 309

focus strategy, 75

force-field analysis, change and, 201, 201f

forming stage of development, 400, 401f

franchisee, 147

franchiser, 147

franchising, 147–148

franchising agreements, 147