Fundamentals of Management, 8th ed

From Difficult to Disturbed: Understanding and

Managing Dysfunctional Employees

(Miller), 278

functional departmentalization, 165–166

functional (U-form) design, 177–178, 177f

functional group, 394, 395f

G

gainsharing programs, 313

gate-hires, 233

GE Business Screen, 82–83, 82f

General Adaptation Syndrome (GAS),

273–274, 274f

General Agreement on Tariffs and Trade

(GATT), 56

General and Industrial Management (Fayol), 13

512

Subject Index

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.

---

general environment

defined, 37

economic dimension of, 37

organization’s, 37–39

political-legal dimension of, 38–39

technological dimension of, 37–38

goal acceptance, 304

goal commitment, 304

goal difficulty, 303

goal-setting theory of motivation, 302–304,

303f

goal specificity, 303

gossip chain, 376f

grapevine, 375–377, 376f

grievance procedure, 248

group, defined, 394

group and team decision making, 116–118

advantages of, 117, 117t

disadvantages of, 117t, 118

forms of, 116–117

managing, 118

group development, stages of, 400–402, 401f

groups and teams. See work groups and teams

groupthink, 118

H

halo error, 239

Hard Facts, Dangerous Half-Truths, and Total

Nonsense (Pfeffer and Sutton), 110

Hawthorne studies, 15–16

H-form approach. See conglomerate (H-form)

design

high-performance teams, 397

horizontal communication, 370, 370f

HRM. See human resource management

(HRM)

human capital, 226

human relations movement, 16–17, 16t

human resource management (HRM), 223–257

attracting qualified people and, 230–234

challenges facing, 249–251

defined, 226

employee development and, 234–240

environmental context of, 226–230

labor relations and, 229–230, 246–248

legal environment of, 227–229, 227t

maintaining workforce and, 240–244

strategic importance of, 226

workforce diversity and, 244–246

human resource planning, 230–234, 231f

job analysis, 230–231

supply and demand, 231–232

human resources. See also individual headings

attracting, 230–234

developing, 234–240

maintaining, 240–244

recruiting, 232–233

selecting, 233–234

human resources, attracting, 230–234

demand and supply, forecasting, 231–232,

231f

job analysis and, 230–231

supply and demand, matching, 232

human resources, developing, 234–240

performance appraisal, 237–239, 238f, 239f

performance feedback, 239–240

training and development, 235

human resources, maintaining, 240–244

benefits and, 243–244

compensation and, 240

individual wage and, 243

wage-level and, 242

wage structure and, 242–243

hygiene factors, 297, 298f

I

Iliad (Homer), 11

importing

advantages/disadvantages of, 52t

defined, 52

impression management, 349–350

incentive reward systems, 311–312

incentives, 240

income statement, 440

incremental innovations, 211

incubation stage of creativity, 280–281

indirect compensation, 243

individual behavior in organizations, 260–289.

See also workplace behavior

attitudes and, 269–271

creativity and, 279–282

individual differences and, 264

perception and, 272–273

personality and, 264–268, 265f

person-job fit and, 263

psychological contract and, 262–263, 263f

stress and, 273–279, 275f

individual differences, 264

individual human needs, 298–299

individual productivity, 479

individual wage decisions, 243

inducements, 262, 263f, 349

industries, small business

construction, 134f, 136

finance, 134f, 136–137

insurance, 134f, 136–137

manufacturing, 134f, 137–138

retailing, 134, 134f

services, 133–134, 134f

transportation, 134f, 137

wholesaling, 134f, 137

industry productivity, 479

informal communication, 375–379, 375f

grapevine as, 375–377, 376f

management by wandering around as, 377

nonverbal communication as, 377–379

informal group, 394–395, 395f

informal leader, 409

information

accurate, 365

characteristics of, 365–366

complete, 365

defined, 364–365

relevant, 366

systems, 371–374

timely, 365

information technology (IT), 371

ethics and, 46

in-group, 344

initiating-structure behavior, 332

innovation, 132–133, 209–214

defined, 209

failure reasons for, 212–214

forms of, 210–212

process, 209–210, 209f

innovation application, 209f, 210

innovation decline, 209f, 210

innovation development, 209, 209f

innovation maturity, 209f, 210

in-process sampling, 478

insight stage of creativity, 281

integration, 176

intentional component, of attitude, 269

interacting groups or teams, 116

interest group, 40, 394–395, 395f

intergroup conflict, 411

internal environment

board of directors and, 42

defined, 37

employees and, 42

organization’s, 41–42

owners and, 41–42

physical work environment as, 42

internal forces, for organization change,

194–195

internal recruiting, 232–233

international business, context of, 53–56

controls on trade and, 54–55

cultural environment, 53–54

economic communities and, 55–56

General Agreement on Tariffs and Trade

(GATT) and, 56

World Trade Organization (WTO) and, 56

international environment of management,

51–56

business trends and, 51

context of, 53–56

entrepreneurship and, 141–142

levels of business activity and, 51–53, 52t

international trade, controls on, 54–55

interorganizational conflict, 412

interpersonal communication, 367–368

interpersonal conflict, 409–411

interpersonal demands, stress and, 276

interpersonal problem solving, 414

interpersonal skills

building effective, 59, 91–92, 285–286, 318,

353–354, 385–386

defined, 8

interrole conflict, 403

interviews, 234

intranets, 374

in-transit inventory, 472, 472t

intrapreneurs, 213–214

intrapreneurship, 213–214

intrarole conflict, 403

intrasender conflict, 403

intuition, 113

inventor, 214

inventory control, 472–473, 472t

ISO 9000:2000, 478

ISO 14000, 478

Subject Index

513

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.

---

J

job analysis, 230–231

job-centered leader behavior, 332

job characteristics approach, 164, 165f

job creation, 131, 132f

job enlargement, 163

job enrichment, 164

job evaluation, 242

job rotation, 162

job satisfaction or dissatisfaction,

269–270

job sharing, 309

job specialization, 162–164

alternatives to, 162–164

benefits and limitations of, 162

defined, 162

Johari Window, 28–29

joint venture

advantages/disadvantages of, 52t

defined, 53

judging versus perceiving, 266

just-in-time (JIT) method, 472–473