Fundamentals of Management, 8th ed

K

knowledge workers, 249

L

Labor Management Relations Act, 227t,

229–230

labor relations

collective bargaining and, 248

defined, 246

employee unions and, 246–248, 247f

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, 330t

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, 334f

Michigan studies of, 332

Ohio State studies of, 332–333

leadership traits, 331–332

leading

defined, 7

management process and, 7f

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, 52t

defined, 52–53

life and career planning, 208

liquidity ratios, 440

living wage, 44

LMX (Leader-Member Exchange) model,

343–344, 343f

location departmentalization, 166, 462

locus of control, 267

LPC measure, 336

LPC (least-preferred coworker) theory, 336–338

defined, 336

favorableness of situation, 337, 338f

leader style favorableness and, 337, 338f

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, 16t

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, 7f

historical context of, 11–12

human resource, 223–257

international environment of, 51–56

introduction to, 3–10

levels of, 4–5, 5f

quantitative, 17–19

science of, 9

scientific, 12–13, 13f

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, 334f

managerial innovations, 211, 212

managers

areas of management and, 5–6, 5f

defined, 4

kinds of, 4–6

levels of management and, 4–5, 5f

organization’s environments and, 34–63

managing communication, 379–383

barriers to, 379–381, 380t

improving effectiveness and, 381–383, 381t,

382f

managing conflict, 412–414, 412t

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, 467f

automation and, 466–467, 467f

computer-assisted, 467–468

robotics, 468

maquiladoras, 53

Maslow’s hierarchy of needs, 296–297, 296f

mass-production technology, 175

materials, total quality management (TQM)

and, 475f, 476

materials control, 472

matrix design, 179–181, 180f

mechanistic organization, 175

merit pay, 311

merit pay plan, 311

merit reward systems, 311

methods, total quality management (TQM)

and, 475f, 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, 295f

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

participation as, 307

reward systems as, 310–316

motivation factors, 297, 298f

Myers-Briggs personality framework,

266–267

Myers-Briggs Type Indicator (MBTI), 267

N

National Labor Relations Act, 227t, 229

National Labor Relations Board (NLRB), 229,

230

need for achievement, 298

need for affiliation, 298–299

need for power, 299

needs hierarchy approach, 296–297

negative affectivity, 271

negotiation, 414–416

networking, 147

neuroticism, 265–266

niche, 139

nominal group, 117

nonmonetary budget, 437, 438t

nonprogrammed decision, 101

nonverbal communication, 377–379

norm conformity, 406–407

norm generalization, 406

norming stage of development, 400–401,

401f

norms, defined, 405

norm variation, 406

North American Free Trade Agreement

(NAFTA), 56

O

obligation, creation of, 349

Occupational Safety and Health Act of 1970

(OSHA), 227t, 230

offshoring, 205–206

Ohio State studies of leadership behaviors,

332–333

openness, 266

open systems, 20

operating budget, 437, 438t

operating ratios, 440

operational goal, 69

operational plans, 84–89

contingency, 86–89, 88f

defined, 70

policy as, 85t, 86

program as, 85, 85t

project as, 85, 85t

rules and regulations as, 85t, 86

single-use, 85, 85t

SOP (standing operating procedure) as,

85t, 86

standing, 85–86, 85t

operations control, 434–436

defined, 430, 434

postaction control and, 436

preliminary control and, 434–435, 435f

screening control and, 435, 435f

operations management

defined, 18, 459

designing operations systems and, 461–465

nature of, 459–461

productivity and, 478–482

quality management and, 473–478

supply chain management and, 469–473

technology and, 465–469

operations systems, designing, 461–465

capacity and, 462

facilities and, 462–465

product-service mix and, 462

oral communication, 367

organic organization, 175

organization, 3

organizational behavior, 17

organizational behavior modification (OB

Mod), 307

organizational citizenship, 283

organizational commitment, 271

organizational communication, 369–370,

370f

managing, 379–383

organizational complexity, coping with, 427f,

428

organizational culture, 56–58

defined, 56

determinants of, 57

importance of, 56–57

managing, 57–58

organizational goals, 68–69

purposes of, 68–69

types of, 68f, 69

organizational innovation, 209–214, 209f

defined, 209

failure reasons for, 212–214

forms of, 210–212

process, 209–210, 209f

organizational life cycle, 176

organizational opportunities, 73f, 74

organizational plans, 69–70

organizational size, 176

organizational strengths

defined, 72

evaluating, 72–74, 73f

organizational threats, 73f, 74

organizational weaknesses

defined, 74

evaluating, 73f, 74

organization change

areas of, 201–209

to business processes, 202t, 204, 206, 207f

defined, 194

forces for, 194–195

innovation and, 209–214, 209f

managing, 195–201

nature of, 194–195

organization development and, 207–209

to people, attitudes, and behaviors, 202t,

203–204

planned versus reactive, 195

resistance to, overcoming, 198, 200–201,

201f

resistance to, understanding, 197–198

steps in process of, 196, 197f

to structure and design, 201–202, 202t

to technology and operations, 202–203,

202t

organization design

bureaucratic model of, 172–173

conglomerate (H-form), 178, 178f

divisional (M-form), 179, 179f

emerging issues in, 182–183

environment and, 175–176

forms of, 177–181

functional (U-form), 177–178, 177f

hybrid, 181

learning, 182–183

life cycle and, 176–177

matrix, 179–181, 180f

situational influences on, 173–177

size and, 176–177

team, 182

technology and, 174–175

virtual, 182

organization development, 207–209

assumptions, 207

defined, 207

effectiveness of, 208–209

techniques, 207–208

organization’s environments, 34–63

ethical environment, 43–46

general environment, 37–39

internal environment, 41–42

international environment, 51–56

organizational culture and, 56–58

social environment, 47–50, 47f

task environment, 39–40, 41f

organization structure

authority distribution and, 167, 169

coordination and, 170–172

departmentalization and, 164–166

elements of, 162–172

job specialization and, 162–164

reporting relationships, establishment of,

166–167

organizing

defined, 6–7

elements of, 162–172

management process and, 7f

outcomes, expectancy theory and, 300–301

out-group, 344