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Copyrighted Material INDEX 3M 153–4, 377 attribution errors 91–3 cultural variations 93 factors infl uencing attributions 91 Aberdeen City Council 230 internal or external causes 91–3 Accident Group 513 interpretation of perceptions 84–5 achievement-orientated leadership 430 self-serving bias 91–3 Achmea, Netherlands 229 Australia, diversity of the workforce 29 actions, responses to perception 85 Australian National Maritime Museum 225 active management by exception 437 authoritarianism 102 Adams, J. Stacey 20, 169–70 authority adhocracies 362 degree of decentralization 343 adjourning stage of group development 269 vertical specialization 342–5 ageing workforce 107, 113 authority and obedience 468–72 agreeableness personality dimension 101 Air New Zealand 438 conditions for acceptance of direction 470 Airbus 218 zone of indifference 470–2 Alderfer, Clayton 162–3 automation 207 Alderfer’s ERG theory 162–3 autonomous work teams 17, 218, 290 existence needs 162–3 avoidance confl ict 136 growth needs 162–3, 213 avoidance or negative reinforcement 127 relatedness needs 162–3 Avolio, Bruce 454, 439 research 163 AXA Asia Pacifi c 36 Alliance and Leicester 230 Allied Chemical 362 B&Q 228 alternative perspectives on organizational culture 396–97 baby-boomer generation 32, 214 ambiguity perspective on organizational culture 396 Bandura, Albert 131 American Express 36 Bar-On, Reuven 11, 95 American Express Bank 287 bargaining zone 541–2 annualized hours schemes (annualization) 230 Barnard, Chester 470 anthropology, links to OB 6–7 Bass, Bernard 436–40, 441–2 ANZ Bank 36 BATNA (best alternative to a negotiated agreement) 540–1 ANZ China 213 Becton Dickinson Medical 294 Apple Computer 347 behavioural approach to reducing accidents (journal applied focus in OB research 7–8 article) 250–59 approach confl ict 136 behavioural decision theory 488–9 aptitude and ability 94 behavioural self-management 135–6 architectural design, and organizationalCOPYRIGHTED design 333 behavioural MATERIAL theories of leadership 426, 447 Arthur Anderson accountancy fi rm 102 behaviourism 123–31 Asda 157, 228 Belbin, Meredith 282 AstraZenica 401 Belbin’s team roles 282–4 attitudes 107–10 bet-your-company culture 395 and behaviour 108–9 Bhopal disaster (1984) 327 and cognitive consistency 109 Blake, Robert 424–25 antecedents 108–9 Blanchard, Kenneth 431–2 components of 108 blended learning 137 defi nition 75, 109 Body Shop 25 global managerial competencies 109 Boeing 218 job satisfaction 108, 109 Bond, Michael 30 results 108 boundaryless organization concept 365 attribution errors 91–3 brain drain 28, 214 attribution theory 91–3 branch offi ces 349–50 JJWBK139_Index.inddWBK139_Index.indd 654654 33/24/08/24/08 77:35:21:35:21 PPMM INDEX 655 branding 387 changing work arrangements, major drivers 225–6 Branson, Richard 468 charisma 438 British Airways 233–4 charismatic leadership theory 435 British Telecom, teleworking case study 244 childcare facilities 34 bullying as coercive power 465–6 childhood experiences, effects on personality 99 bureaucracies 354–8 China dysfunctional tendencies 356 guides for conducting business 84 hybrid designs 357 high-context culture 84 mechanistic design 354, 355–57 performance incentives 183–4 organic design 356–8 Chrysler 363 burnout 19, 96–97, 130, 227, 232 Cisco Systems 293, 391 business environment, key areas of change 5 Cité de l’Image 15 classical conditioning 123–31 call-centre operations, outsourcing 36 conditioned stimulus 124 case studies stimulus 124 Channel 6 TV: Power and Politics in Action 624–27 classical decision theory 488–9 Colin Jackson (coaching/role model) 132 classical school of management 17 Confl ict over new business strategies 550 client/customer departmentalization 346–50 Convergys, India (training)151–3 coercive power 465 Defence Force Recruiting (organizational structure) 373–4 cognitive abilities, individual differences 94 Hermitage University: Perceiving Opportunities and cognitive dissonance 109 Threats? 605–8 cognitive learning 130–1 Is he not clear then? (air accident) 47–8 cognitive resource theory of leadership 428–9 cohesiveness of a group or team 286–9 Leadership challenge 455–6 collaboration between organizations 13 London Electricity Group (motivation) 195–7 ComCo 445–46 Medizin AG (employee perceptions) 117 common assumptions Motorola: Seeking Direction 621–4 management philosophy 390–1 Oticon (organizational change) 585–7 organizational culture 379–80, 381, 383 Sedlacek Software Spolecnost (SSS): Applying OB in commonsense thinking, avoidance in OB 8 Practice 602–5 communication Team tactics - lessons from football for the business and organizational success 514 world 305–6 information sharing 514 Teaming in Singapore’s Public Service for the Twenty- nonverbal 518 fi rst Century 611–6 see also interpersonal communication; organizational Teleworking at British Telecom 244 communication The Ups and Downs of National Mutual/AXA: A Case communication channels 518–9 for Change 627–31 formal 518 Transalpine Fitness: Structuring for Success? 616–20 informal 518–9 Truly a Great Disappointment: Motivating Employees in management by wandering around (MBWA) 519 a Different Culture 609–11 quasiformal 519 We know it when we see it (IKEA culture) 414 competency casual work, defi nition 36 aptitude and ability 94 casualization of the workforce 36 cognitive abilities 94 CeBIT 565 defi nition 75, 94 chain of command 345 differences among individuals 94–7 change emotional intelligence 95–7 family lifestyles 226 physical abilities 94–5 levels of employment 227 tests of individual capacity 94 modes of employment 227 compressed work week 229–30 retirement patterns 228 Comvita 363 work-life balance 226 conative domain, infl uence of 98 see also organizational change conditioned stimulus (classical conditioning) 124 change agent 571–2 confl ict 522–34 change cycles 567–8 and culture 527 change levers 567–8 communication that can lead to 525 change management 23 constructive 527–9 changing technology, capacity to work remotely 229 destructive 527–9 JJWBK139_Index.inddWBK139_Index.indd 655655 33/24/08/24/08 77:35:21:35:21 PPMM 656 INDEX confl ict (Cont.) job characteristics model 211–2 emotional confl ict 524 job enrichment programme 215–6 intergroup 526 core-ring organizations 359–62 interorganizational 526–7 corporate culture view 385 interpersonal 526 corporate social responsibility 37–8 intrapersonal 525–6 countercultures 383–4 levels 528 counterpoint features 6 manifest confl ict 531 employee engagement and motivation 178–9 situations faced by managers 529–32 genetic predictors of personality 100 stages of development 525 genetic selection criteria 103 substantive (task-oriented) confl ict 524 globalization 26 confl ict management approaches 532 impacts of empowerment 475 confl ict resolution 532–6 job enrichment and work-life balance 217 and organizational design 535 negative aspects of organizational culture 412–3 hierarchical referral 534 organizational design 361–2 personal styles 533–4 questionable value of leadership courses 442 stakeholder engagement 535–6 crimes of obedience, and authoritarianism 102 Conger, Jay 435, 436, 442 cultural approach, organizational politics 477–8 conglomerates 359 cultural competencies 110 conscientiousness personality dimension 100 cultural differences content themes in organizational culture 391–2 country clusters 31 content theories of motivation 156–69 fi ve dimensions of national culture 30–1 Alderfer’s ERG theory 162 high- and low-context cultures 84–5 defi nition 160 individualism–collectivism 30 Herzberg’s two-factor theory 165–6, 180 infl uence on management approach 8 integration with process theories 175–6 interpretation of perceptions 84–5 Maslow’s hierarchy of needs 160–1, 180 long-term–short-term orientation 30 McClelland’s acquired needs 163–5, 180 masculinity–femininity 30 contingency approach in OB 8 power-distance 30 contingency perspective, organizational cultural uncertainty avoidance 30 types 395 cultural diversity of the workforce 29–31 contingency theories of leadership 417, 426–35 competitive advantages 29 contingent rewards 436–7 leadership issues 444–46 contrast effects 86, 88, 90 contributions (from the individual), defi nition 20 cultural variations in attributions 93 control 336–8 culture, decision-making issues for organizations 496–97 business control process 350–1 see also organizational culture defi nition 336 culture shock 126 formalization 338–9, 342 function of management 22 Davis, Paul 272 link with goals 337 Deal, Terrence 389, 395 management by exception 337 decentralization of authority 343, 344 output controls 337 decision environments 485–6 policies 338 certain environments 485–6 process controls 337–8 risk environments 486–7 quality management 340 uncertain environments 486 rules and procedures 338 decision making 484–6 standardization 339, 342 and intuition 489–90 controlled processing of information 90 certain environments 485–6 cooperative ventures 13 decision environments 485–6 coordination 340–2 defi nition (Mintzberg) 485 committees 341 ethical decisions 499 impersonal methods 342 national and cultural differences 29 management information systems (MIS) 342 nonroutine problems 485 personal methods 341 participation in 19, 33 core activities, trend towards minimization 13 risk analysis 486–8 core job characteristics routine problems 485 JJWBK139_Index.inddWBK139_Index.indd 656656 33/24/08/24/08 77:35:22:35:22 PPMM INDEX 657 satisfi cing (good enough) style 488–9 e-learning 137, 139 types of managerial decisions 485 Eastern European immigrant workers, impact on UK uncertain
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