Fundamentals of Management, 8th ed

Tipping Point, The (Gladwell), 21

Title VII of the Civil Rights Act of 1964,

227t, 228

total factor productivity, 479

total quality management (TQM), 475–478,

475f, 477t. See also quality

defined, 475

employee involvement and, 475f, 476

materials and, 475f, 476

methods and, 475f, 476

strategic commitment and, 475–476,

475f

technology and, 475f, 476

tools and techniques, 476–478

training, in HRM, 235

transaction-processing systems (TPSs), 371

transformational leadership, 345

turnover, 283

two-factor theory of motivation, 297–298,

298f

Type A personalities, 274

Type B personalities, 274

U

U-form approach. See functional (U-form)

design

unethical behavior, 43

unions, 246–248, 247f

unit productivity, 479

unit technology, 174

unity of command, 167

universal perspectives, 20

unrelated diversification, 78–79

upward communication, 369

V

valence, expectancy theory and, 300–301

validation, 233

value-added analysis, 476

variable-interval schedule, 306

variable-ratio schedule, 306–307

venture capital companies, 144

verification stage of creativity, 281

vertical communication, 369–370, 370f

Vietnam Era Veterans Readjustment

Assistance Act, 227t

virtual organization, 182, 188

virtual teams, 397, 398t

Vroom’s decision tree approach, 340–343

decision-making styles and, 342–343

defined, 340

development-driven type of, 342f

evaluation and implications of, 343

premises of, 340

time-driven type of, 341f

W

wage-level decision, 242

wages, 240

wage structure decision, 242–243

walk-ins, 233

web logs, 372

whistle-blowing, 50

Wikinomics (Tapscott and Williams), 397

withdrawal behaviors, 282–283

women, small businesses and, 150

workforce diversity. See diversity

work groups and teams. See also group and

team decision making

behavioral norms and, 405–407

characteristics of, 402–409

cohesiveness and, 407–408, 407t, 408f

conflict and, 409–414

development stages of, 400–402, 401f

informal leadership and, 409

managing, 391–421

negotiation and, 414–416

reasons people join, 398–400

role structures, 402–403, 402f

types of, 394–398, 395f, 398t

work in process inventory, 472, 472t

workplace behavior, 282–284

defined, 282

dysfunctional behaviors as, 283–284

organizational citizenship behaviors as,

283

performance behaviors as, 282

withdrawal behaviors as, 282–283

work-related attitudes, 269–271

job satisfaction/dissatisfaction and,

269–270

organizational commitment and, 271

work teams, defined, 164. See also work groups

and teams

World Trade Organization (WTO), 56

written communication, 367–368