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 84–5 achievement-orientated 430 self-serving bias 91–3 Achmea, Netherlands 229 Australia, diversity of the workforce 29 actions, responses to 85 Australian National Maritime Museum 225 active by exception 437 authoritarianism 102 Adams, J. Stacey 20, 169–70 authority 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 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 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 93 336–8 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 486–7 340 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 environments 486 growth 7–9 use of judgement heuristics 490 economic changes affecting the business environment 5 decision-making issues for organizations 497 The Economist, article on Cité de l’Image 15 culture 497 effective communication 515 technology 497 effective group, defi nition 265 decision-making process effective manager groups 493–5 application of social learning 134 implementing a decision 490–2 better management of workplace confl ict 527–8 making a choice 490–2 building a learning organization 142 managing participation 492–3 characteristics of a strong leader 443 steps 487–9 commitment to quality of work life 19 strategies for involvement 491–2 communication that can lead to confl ict 523 theoretical approaches 488–9 competencies required 17–18 use of intuition 489–90 dysfunctional tendencies of a bureaucracy 356 use of judgement heuristics 490 ‘four Is’ of transformational leadership 439–40 decision theory framework for understanding OB 18 behavioural approach 488–9 from traditional to re-engineered values 23 classical approach 488–9 groupthink 495 delegating leadership style 431–2 guidelines for implementing empowerment 474 delegation of power see empowerment of employees higher- and lower-order needs 171 Dell Inc., Slovenia 228 how to build an effective team 284 Deming, W. Edwards 340 how to prevent destructive confl ict 527–8 Denmark 84 human resource departmentalization 346–53 17–18, 19–20 by clients/customers 347–50 improving organizational problem-solving skills 492 by division 347–50 infl uencing perceived valence of work outcomes 174 by function 346–7, 348 insubordinate employees 472 by geography 361–4 key results 17–18 by matrix 350–2 managing a virtual project 365 line personnel 346 managing confl ict in team situations 288 mixed forms 352–3 managing perceptions and attributions 93 staff personnel 346 Derby City Council 228 managing relationships 17 deskilling of work 14, 207 managing the equity dynamic 170–1 differentiation perspective on organizational culture 396–7 managing workplace diversity 104–5 Digital 289 Mintzberg’s ten roles 17 directive leadership 430 mutual goal setting in an MBO programme 224 discourse 9 pathways to effective cultural change 563 disruptive behaviours in teams 281 people management 17–18 distributed leadership in teams 281 productivity benchmark 18 diversity–consensus dilemma in groups 271 relevance of OB 10–12 diversity in the workforce 6, 28–32 ‘road testing’ your decisions 497–8 diversity training 24 role of the value-added manager 19 diversity within organizational cultures 396–7 selecting personal coordination styles 341 division of labour 14 signs of too much control 337 vertical specialization 342–6 skills required 5–6 divisional departmentalization 347–50 task performance management 17–18 divisionalized organizations 358 ten attributes of the global manager 24 dogmatism 102 ten ways to motivate staff 173 dominant coalition in organizations 14, 383, 384, 481 understanding of the performance equation 11–12 dominant culture in organizations 383, 384 using organizational culture to help an organization double-loop learning 140 compete 403 downsizing 359 view of manager as controller 17 Dragons’ Den, perception case study 73–4 view of the classical school of management 17 dual-income households, pressures on 34 view of the human relations school of management 78

JJWBK139_Index.inddWBK139_Index.indd 657657 33/24/08/24/08 77:35:22:35:22 PPMM 658 INDEX

effi cient communication 517–18 environmental uncertainty and volatility 357 ego (Freud) 98 equity comparison made by employees 171 Ely, Robin 405 equity dynamic 170–1 email, impacts of 26–7, 293 equity of earnings 34 emergent aspects of organizational culture 382–83 equity of the psychological contract 20–1 EMI 463 equity theory 169, 180, 181 emotion management 96 defi nition 169 emotional burnout 96 felt negative inequity 169 emotional competence 12 felt positive inequity 169 emotional intelligence (EI or EQ) 12 meaning of pay 180 assessment instruments 95–6 research 170 individual differences 97 ergonomics 76, 333 emotional quotient inventory (EQi) , 11 Esure 36 emotional stability personality dimension 101 ethical behaviour emotional support, importance of 97 defi nition 37 employee structure for analysing political behaviour 483 contributions to the organization 20 ethical decision making 484–6 inducements from the organization 20 ethical dilemma psychological contract with the organization 20–2 defi nition 38 employee involvement teams 290 issues for managers 38 Employee Reliability Scale 101 ethical issues employee rights 33 authoritarianism and unethical behaviour 102 organizational behaviour modifi cation 125 employer-employee relations 37–8 employee satisfaction, Sunday Times survey 3–5 managerial behaviour 37 employer-employee relations organizational culture 384 casualization of the workforce 36 power and politics 482–4 changing nature of 32–8 transformational leadership 438–9 employee rights 33 EU, ageing population 32 employment opportunity without discrimination 33 European Employment Strategy 225, 229 equity of earnings 34 expectancy theory 172–6, 180 ethics and values 37–8 expectancy 174 human rights at work 34 extrinsic rewards 175 impact of globalization 33–4 instrumentality 172 job security 33 outsourcing 35–6 intrinsic rewards 175 pressures on managers 33 managerial implications 174 self-determination at work 33 meaning of pay 180 social justice at work 33 multiple effects and multiple outcomes 172–3 teleworking 37 research 175 work-life balance 34–5 valence 174 Employment Act 2002 (UK) 229 experiential learning theory 136–7 employment opportunity without discrimination 33–4 expert power 467 empowerment 14, 157–9, 184–7, 343–4, 473–6 external adaptation by organizations 400 changes to power in the organization 474 extinction (reinforcement strategy) 128 defi nition 184, 474 extrinsic rewards 101, 125, 175–9 expanding power and infl uence 472–3 extroversion–introversion personality dimension 100 expanding the zone of indifference 474 guidelines for implementation 474 fairness of the psychological contract 20–1 impacts on position power 474 family-friendly workplaces 33, 34–5 increasing self-effi cacy 185 Fayol, Henri 17 limits of empowering others 475–6 feelings, responses to perception 85–110 empowerment process, stages 185–7 Fiedler, Fred 428–9 Enron 37, 102, 442, 471–2, 481 Fiedler’s cognitive resource theory of leadership 428–9 entrenched learning and habit formation 9 Fiedler’s leadership contingency theory 426–8 environment, and organizational design 332 fi gure-ground separation, infl uence on perception 80 environmental interdependence 332 Finland 37 environmental richness 332 fi rst impressions 90

JJWBK139_Index.inddWBK139_Index.indd 658658 33/24/08/24/08 77:35:22:35:22 PPMM INDEX 659

fl exible work arrangements 225–31 globalization and occupational stress 227 defi nition 23 changing family lifestyles 226 diversity in the workforce 6 changing levels employment 227 diversity training 24 changing modes of employment 227 downside of global migration patterns 26 changing retirement patterns 228–9 impact on employer-employee relations 33–4 changing work-life balance 227 issues for OB 23–6 major drivers of change 225–6 management insights from elsewhere in the world 24 potential benefi ts 225–6 race awareness courser 24 retaining older workers 231 ten attributes of the global manager 24 UK Foreign and Commonwealth Offi ce 204 GLOBE project 446 fl exible work arrangements, types of 229–37, 239 goal setting and (MBO) 223 annualized hours schemes (annualization) 230–1 defi nition 220 compressed work week 229–30 key performance indicators (KPIs) 224–5 fl exible working hours (fl exitime) 232–4 goal-setting framework 222 job sharing 231–2 goal-setting theory 220–1, 224 part-time working 232–3 goal statement (organization) 13 reduced working hours 233 goals, impact on group performance 269–72 see also remote working and the virtual offi ce 234–7, 239 organizational goals teleworking 229, 235–37, 239 Goffman, Erving 118 types of, zero-hours contracts 231 Goleman, Daniel 11, 95 fl exible workforce, multiskilling programmes 219–20 Gore, W.L., & Associates 4–5 fl exible working hours (fl exitime) 232–4 group, defi nition 265 focus groups 9 group accomplishments 266–8 Ford Motor Company 13 social loafi ng (Ringlemann effect) 267 formal authority 466 synergy 266–8 formal communication channels 518 group communication 273–4 formal leadership 421 group decision making 273 formal practices in organizational culture 391, 392 process 496–9 formalization 338–9, 342 groupthink 273, 494–5 forming stage of group development 268 group development stages 268–9 Formula One racing 263–4 adjourning 269 founding story 386 forming 268 fragmentation perspective on organizational norming 269 culture 397 performing 269 Freud, Sigmund, theory of personality 99 storming 268 front-line leadership 420 group dynamics 273 functional ‘silos’ 347 emergent behaviours 273 functional departmentalization 346–7, 348 required behaviours 273 group membership diversity–consensus dilemma 271 GE Capital 36 heterogeneous groups 271 gender stereotyping 87 homogeneous groups 271 General Electric (GE) 365, 440 group norms 285–6 General Motors 358 conformity to 286–8 generation X 31–2, 37 group performance factors 269–73 generation Y 31–2, 37 diversity-consensus dilemma 271 genetic predictors of personality 103 emergent behaviours 273 genetic selection criteria 103 goals 270 geographical departmentalization 353 group as an open system 273 gestalt, creation within an organization 14 group dynamics 273 ‘glass ceiling’ for women at work 33–4, 75 group size 271–2 GlaxoSmithKline 291 homophily effects 271 global business environment 24 inter-group dynamics 273 global managerial competencies 109–10 membership characteristics 271 global mindset 110 nature of the task 270

JJWBK139_Index.inddWBK139_Index.indd 659659 33/24/08/24/08 77:35:22:35:22 PPMM 660 INDEX

group performance factors (Cont.) Hugh Symons Communications 168 required behaviours 273 human relations school of management 17 resources 271 human resource performance, measure of effective rewards 270 management 17–18 group size, impact on group performance 271–2 human resources 15 group synergy 266–8 human rights at work 33 group types formal groups 267–68 IBM 236 informal groups 268 id (Freud) 98 groupthink 273, 494–95 idiographic approach to personality 102–4 defi nition 494 implicit leadership theories 466 90 Hackman, Richard 211 Independent, Eastern European migrant workers 6–7 halo effect 86, 87, 90, 468 India, outsourcing to 35 Handy, Charles 265, 294 individual attributes, and individual performance 76 Hansen, Eric 87 individual differences 76 heredity/environment debate on personality 98–9 and workplace diversity 104–5 Hersey, Paul 431–2 in perception 76–88 Hersey and Blanchard’s Situational Leadership® model individual differences in competency 94 431–2 aptitude and ability 94 Herzberg, Frederick 165–8, 209–11 cognitive abilities 94 contextual factors 213 emotional intelligence 95–7 job enrichment principles 211–2 physical abilities 94 Herzberg’s two-factor theory 165–8, 188, 206 tests of individual capacity 94 dissatisfi ers (hygiene factors) 1666 individual performance equation 10–11, 157 effects of money 167 individual performance factors 76–7 job-content factors 166 individual attributes 76–7 job-context factors 167 motivation to work 77 meaning of pay 180 organizational support 77 motivator-hygiene theory 165 situational constraints 77 research and practical implications 167–8 work effort 77 satisfi ers (motivator factors) 166 individual personality differences 99–107 heuristics, use in decision making 490 individualism–collectivism dimension of culture 30 high-context cultures 84 individualized consideration, transformational leadership high performance teams 275–6 437, 438, 439 Hofstede, Geert 30–3 inducements from the organization 20 Hollingsworth, Simon 279–80 industrial 33 Homans, George 273 infl uence, defi nition 464 home, working from see teleworking infl uence and power 464 homophily phenomenon 271–2 managers 472–3 Honda 474 infl uence tactics 473 horizontal loading 209 informal communication channels 518 horizontal specialization 346–52 informal leadership 421 by clients/customers 347–9 informal practices in organizational culture 391, 392 by division 348–9 information power 466 by function 346–7 information processing stages 82–5 by geography 347–50 attention and selection 82 by matrix 350–2 interpretation 84–5 line personnel 346 organization 83–4 mixed forms 366–7 retrieval 85 staff personnel 346 information sharing 514–5 hot desking 378 inspiration, transformational leadership 439, 440 House, Robert 426–9, 435, 446 integrationist perspective on organizational culture 383, 396 House’s charismatic leadership theory 435 intellectual property, sharing between organizations 13 House’s path-goal theory of leadership 429–31 intellectual stimulation, and transformational leadership HSBC Bank 34–5, 36 438, 439, 440

JJWBK139_Index.inddWBK139_Index.indd 660660 33/24/08/24/08 77:35:23:35:23 PPMM INDEX 661

intelligence testing 96–7 implications of the job characteristics model 211–2 intensity, infl uence on perception 81 multiskilling programmes 219 inter-group dynamics 269 social information processing approach 219 internal–external orientation 101 socio-technical job design 218 internal integration of organizational culture 400–2 job design strategies 204–9 Internet, impact on the business environment 5 comparison of intrinsic work rewards 205–6 interorganizational networking 13 job diagnostic survey questionnaire 215 interpersonal communication 515–8 job enlargement 207–9, 211 barriers 518, 520–2 job enrichment 33, 209–11 channels 518–9 and work-life balance 217 decoding 515–6 job characteristics model 213–4 encoding 515–6 job enrichment programme functions 519 core job characteristics 215–7 habits of good communicators 522 implementation guidelines 215–7 information source 515 job performance, predictors 11 see also performance noise 516 equation nonverbal 518 job rotation 208–9, 214 receiver 517 job satisfaction and attitude 101, 108 interpretivist tradition within OB 9 job security 33 intrapersonal confl ict 136 job sharing 231–2 intrinsic motivation 206–7 job simplifi cation 207–8, 211 intrinsic rewards 175 Jobs, Steve 467 intrinsic work motivation, critical psychological states 212 journal articles intrinsic work rewards 205–6 Group work in a Dutch home care organization: does it comparison of job design strategies 209–11 improve the quality of working life? 310–23 introspection 136 Reducing accidents using a behavioural approach 250–9 introverts and extroverts 97, 100 Relocation decision-making and couple relationships intuition and decision making 489–90 52–85 ‘Investors In People’ standard 224–5 The glass cliff: evidence that women are over-represented Irish Republic, women in positions 32 in precarious leadership positions 590–600 IT industry, culture of 386–7 Web site 10 Italy, fertility rate 31 judgement heuristics, use in decision making 490 Jackson, Colin, coaching (case study) 132–4 Jago, Arthur 492–3 Kanungo, Rabindra 435, 436, 442 James, Oliver 4 Karau, Steven J. 87 Janis, Irving 494 keiretsu relationships 363 Japan Kennedy, Allan 389, 395 ageing population 31 key performance indicators (KPIs) 224–5 keiretsu relationships 363 Kimberly-Clark 359 ringi system 30 knowledge-based economy 27 Jermier, John 432–3 knowledge-based organizations 5 job, defi nition 205 knowledge economy, information power 466 job characteristics model (JCM) 211–6 27–8, 140 core job characteristics 211–2 Korea 101, 93 critical psychological states 212 Krumov, Krum 533 individual difference moderators 213 intrinsic work motivation 212 laissez faire leadership 437 job design implications 212 language, use to convey organizational culture 387–8 job design moderators 213 law of contingent reinforcement 126 job diagnostic survey questionnaire 215 law of effect (Thorndike) 124 motivating potential score (MPS) 215 law of immediate reinforcement 126 research 215 Lawler, Edward E. 176 job design leadership attracting and retaining talented workers 214 defi nition 419 defi nition 206–7 distinction from management 419–21

JJWBK139_Index.inddWBK139_Index.indd 661661 33/24/08/24/08 77:35:23:35:23 PPMM 662 INDEX

leadership (Cont.) cognitive learning 130–1 leading function of management 21–2 e-learning 137, 139 Motorola 418 experiential learning 136–7 leadership challenge (case study) 455–6 modern forms 137 Leadership Grid® 425–6 operant conditioning 123–30 leadership issues, 444–6 social learning 131–6 ageing workforce 445–6 learning concepts cultural diversity 444–5 double-loop learning 140 women in the workforce 444–5 single-loop learning 140 leadership levels learning cycle, experiential learning 136–7 front-line leadership 420 learning organization 138–40 operational leadership 420 creating a learning culture 138 strategic leadership 420 development into teaching organization 142 team leadership 420 knowledge acquisition and transfer 141–2 leadership of change 559–62 knowledge management 140 leadership style mental models 142 and cultural power-distance 25 least preferred co-worker (LPC) scale 426–7 contingency approach 25 Leavitt, Harold J. 265 national and cultural differences 29 Ledoux, Stephane 15 leadership theories 421–44 legitimate power 466 behavioural theories 423, 426 Lenton, Wendy 18 charismatic leadership 435 Lewin, Kurt 563, 565 debate over leadership training 442 lifelong learning 38–9, 123 emerging perspectives 434–35 line personnel 346 Fiedler’s cognitive resource theory 428–9 Lloyds TSB 230 Fiedler’s leadership contingency theory 426–8 Locke, Edwin 221–3 Hersey and Blanchard’s Situational Leadership® model locus of control 101 431–2 long-hours culture 5 House’s charismatic leadership theory 425 long-term–short-term orientation dimension of culture 30 House’s path-goal theory 429–31 Lotus Development Corporation 362 Leadership Grid® 424–6 low-context cultures 84–5 new leadership characteristics 434 Lowe, Rachel 73–4 new leadership theory 419 Ohio State University studies 423 Machiavellianism 102, 476 servant leadership concept 443 maintenance leadership in teams 281 situational contingency theories 417, 426–32 Malta Telecommunications Agency 235 ‘substitutes for leadership’ theory 432–3 management task and/or people focus 426 defi nition 419 traditional approaches 419 distinction from leadership 419–21 trait theories 423, 426 infl uence on organizational culture 388–90 transactional leadership 436–7, 439, 440 leadership roles 419–21 transformational leadership 438, 439–44 roles in a culturally diverse workforce 28–33 University of Michigan studies 423 management by exception 337 leadership training debate 438, 442 management by objectives (MBO) , and goal setting 223–4 leadership types management by wandering around (MBWA) 519 formal 421 management information systems (MIS) 342 informal 421 management philosophy, and organizational culture 390–1 learned helplessness 130 management process 22 learning management subculture 383 lifelong 38–9, 123 manager nature of 122–3 awareness of different cultural perceptions 93 organizational behaviour modifi cation (OB Mod) 125–32 cultural competencies 94–7 within organizations 123 dealing with resistance to change 572–3 learning approaches defi nition 17 blended learning 137 ethical dilemmas 38 classical conditioning 123–30 facing confl ict situations 529–32

JJWBK139_Index.inddWBK139_Index.indd 662662 33/24/08/24/08 77:35:23:35:23 PPMM INDEX 663

global managerial competencies 109–10 merit pay 181, 182 infl uencing team cohesiveness 286–9 Meyer, Jack 11 involvement in organizational politics 476 microelectronics, effects on the business environment 5 lifelong learning 123 Midas 422 managing with power and infl uence 464 migrant workers, UK dependence on 28 reinforcing and changing culture 402–3 Miles, Robert 559 role in the work team or unit 17 Milgram, Stanley 261, 469 role of the change agent 577–8 Milgram experiments 469–70 see also effective manager military organizations, crimes of obedience 102 managerial issues in negotiations Ministry of Defence 228 bargaining zone 542 Mintzberg, Henry 484, 490, 514–5 BATNA (best alternative to a negotiated agreement) 540 mission statements 335 classic two-party negotiation 541–3 Mitsubishi 363 gaining integrative agreements 540–1 mobility of workers, brain drain 28 managing participation in decision making 492–3 modernization thesis 32 managing perceptions 89–90 money distortion management 90 effects on job satisfaction 179 impression management 90 effects on motivation 180, 182 manipulation of others 102 infl uence on perception 104 Marks and Spencer 266 see also pay Marriott’s Marble Arch Hotel, London 219 motivating potential score (MPS) 215 Martin, Joanne 391 motivation masculinity–femininity dimension of culture 30 and individual performance 77 Maslow, Abraham 160, 191 Asda company culture 156 Maslow’s hierarchy of needs theory 106–2, 188 component of individual performance equation 157 applicability in different cultures 161 contextual factors 158 esteem and self-actualization 160–1, 188 defi nition 77, 157 higher order needs 171, 188 employee engagement with the organization 178 lower order needs 171 empowerment of employees 189–91 meaning of pay 180 London Electricity Group (case study) 195–7 research 161–2 motivating the workforce 157–60 material resources, as inputs 15 national and cultural differences 30 matrix structure 350–2 ten ways to motivate staff 157 McClelland, David I. 163–5, 191 work effort-motivation cycle 158 McClelland’s acquired needs theory 163–5, 188 motivation theories meaning of pay 180 Alderfer’s ERG theory 162–3 need for achievement (nAch) 164 content theories 160–8 need for affi liation (nAff) 164 expectancy theory 172–6, 180 need for power (nPower) 164 Herzberg’s two-factor theory 181–4, 196 research 164–5 integrating content and process theories 175–6 Thematic Apperception Test (TAT) 163 Maslow’s hierarchy of needs 160–1, 188 McDonald’s 14, 127, 338, 391 McClelland’s acquired needs 163–5, 188 McGregor, Andrew 213 meaning of pay 180 mechanistic bureaucracy design 354–6 pay 181–4 mechanistic organizational design 353–4 personal values approach 177–8 Medway Council 230 Porter and Lawler’s model 176 Meglino values 106 process theories 169–75 Mehrabian’s rule 521 research Web site 187 memory, information retrieval 82 self-concept approach 177–8 men Motorola 418 paternity leave 34 Mouton, Jane 424–5 workplace initiatives for families 34 MSN UK 226 mental models, impact on learning 142 multicultural nature of the workforce 23–6 mentors, social learning model 131 ‘multiculturalism’ within organizational cultures 396 Merck & Company 489 multidisciplinary nature of OB 7 mergers and acquisitions, effects on organizational Multifactor Emotional Intelligence Scale (MEIS) 96 culture 384 multiskilling programmes 219

JJWBK139_Index.inddWBK139_Index.indd 663663 33/24/08/24/08 77:35:23:35:23 PPMM 664 INDEX

Nando 439 operational leadership 420 national culture, infl uence on organizational organic bureaucracy design 354–8 culture 404–5 organic culture view 384–5 National Health Service (NHS), dependence on migrant organic organizational design 343–4 workforce 28 organigraphs 329f, 330 Nationwide Building Society 228 organization see organizations nature/nurture controversy 98 organization charts 329–30, 369 Natwest 36 organization scale, and organizational design 330 negative reinforcement or avoidance 127 organizational behaviour (OB) negotiation scope of study area 4 defi nition 536 lifelong learning about 38–39 goals and outcomes 538 range of defi nitions 6–10 government-funded agencies 538 relevance in everyday life 4 relationship goals 538 organizational behaviour (OB) characteristics substance goals 538 applied focus 7 types of negotiation situation 536–7 avoidance of commonsense thinking 8 negotiation approaches contingency approach 8 distributive negotiation 539 emphasis on rigorous study 8 integrative negotiation 539–40 multidisciplinary nature 7 negotiation issues for managers practical orientation 7 bargaining zone 542 organizational behaviour (OB) contemporary themes BATNA (best alternative to a negotiated agreement) changing nature of employer-employee relations 540–1 33–4 classic two-party negotiation 541–3 changing nature of the workforce 28–33 gaining integrative agreements 540–1 changing nature of work 26–8 network organizations 363 globalization 23–6 new leadership characteristics 448 managing change 22 new leadership theory 441–3 process re-engineering 23 New Orleans, Hurricane Katrina response 517 organizational behaviour modifi cation (OB Mod) 125, New Zealand, diversity of the workforce 29 127–8 Nineteen Eighty-Four analogy of cultural control 398 and employee rights 128–30 noise in communication 521–2, 544 applications 129 nomothetic (traits) approach to personality 100 criticisms of use by managers 129 nonverbal communication 518 extinction 125 norming stage of group development 269 negative reinforcement or avoidance 127 norms see group norms; team norms positive reinforcement 125 Norway, paternity leave provision 34 punishment 127 not-for-profi t organizations xx organizational change novelty, infl uence on perception 81 corporate transformation 557 nursing, emotion management 96 cultural change 562–4 defi nition 555 OB see organizational behaviour emergent change 559 obedience to authority fi ne tuning 556 acceptance of authority 470 forces of change 561–2 zone of indifference 470–1 incremental change 557, 561 observable culture in organizations 380–1, 391 leading change 559–61 observation/participant observation of organizational modular transformation 556 culture 392–3 planned change 557–9, 565–7 occupational stress 227 planned change targets 568 Oldham, Greg 211 radical change 579 open-plan offi ces 388 resistance to change 572–3 open systems, view of organizations 15–16 response to performance gap 558–9 openness to experience 101 role of the change agent 577–8 operant conditioning 123–30 scale of change 556–7 law of effect 124 technological change 564–5 reinforcement 125–8 unplanned change 557–9

JJWBK139_Index.inddWBK139_Index.indd 664664 33/24/08/24/08 77:35:24:35:24 PPMM INDEX 665

organizational change management organizational cultural typologies change cycles 567–8 Deal and Kennedy 395 change levers 567–8 Handy 394 organizational change process, phases of planned organizational culture change 565–7 aspects of strong cultures 389 organizational change strategies 581–5 clash of corporate cultures 383–4 force-coercion 583–4 common assumptions in organizations 390 normative re-educative strategy 584–5 corporate culture view 385 planned change strategies 581–5 countercultures 383 rational 584 cultural rules and roles 387–8 shared power 584–5 cultural symbols 387 top-down approach 570–1 defi nition 379 organizational communication 514–5 dominant coalition 383, 384 effective communication 517–8 dominant culture 383, 384 effi cient communication 517–8 effects of mergers and acquisitions 383–4 functions 515 emergent aspects 385–6 organizational cultural change 562–4 external adaptation 400 organizational cultural levels 406 founding story 386 common assumptions 390 functions for members 399–402 observable culture 381 infl uence of management 385 shared values 382, 388–9 infl uence of national culture 404–5 organizational cultural perspectives integration perspective 383 alternative perspectives 396–7 internal integration 400–2 ambiguity perspective 397 IT industry 386 differentiation perspective 396–7 levels of analysis 381 diversity and inconsistency 396–7 levels of culture in work settings 385–6 fragmentation perspective 397 management philosophy 390–1 importance of multiple perspectives 398 management subculture 390 integrationist perspective 396 managing cultural diversity 405 integrationist perspective on 410 observable features in work settings 391–3 means of managerial control 397 organic culture view 384–5 ‘multiculturalism’ 396 pluralist view 383 negative aspects 389 reinforcement and change by managers 385 Nineteen Eighty-Four analogy 398 rites and rituals 386 subcultures 383–4 sagas 386 organizational cultural research shared values 382 branding 387 social constructivist view 385 content themes 391–2 source of competitive advantage 388–9 cultural forms 391–2 stories 386 cultural manifestations 391 subcultures 383–4 formal practices 391–2 unethical conduct 384 informal practices 391–2 use of language to convey 386–7 methods of study 392 ?What If! innovations company 379, 387 mission statements 398 whistleblowers 384 observation/participant observation 392 organizational design qualitative studies 392 and architectural design 333 quantitative studies 392 and confl ict resolution 535 organizational cultural types 393–5 and organizational structure 312 bet-your-company type 395 defi nition 312 contingency perspective 395 formal structure 329 person culture 394 link to goals and vision 334 power culture 394 mechanistic 342 process culture 395 motivation and satisfaction of workers 361 role culture 394 organic 342 task culture 394 organizational design factors 330 tough-guy culture 395 environment 332 work hard/play hard culture 395 organizational strategy 334

JJWBK139_Index.inddWBK139_Index.indd 665665 33/24/08/24/08 77:35:24:35:24 PPMM 666 INDEX

organizational design factors (Cont.) organizational support, and individual performance 76 scale of the organization 328 organizations technological imperative 330 as open systems 15–16 technology 330–1 changing external pressures 13 organizational design types changing patterns of working 14 362 collaboration between 13 bureaucracy 354–8 contributions from the individual 20 conglomerate 358–9 creation of a gestalt within 14 core-ring organization 359–61 creation of synergy within 14 divisionalized organizations 358 defi nition 328 emerging forms 353–4 deskilling of work 14 keiretsu relationships 363 division of labour 14 network organizations 363 dominant coalition 14 simple design 354 empowerment of employees 14 strategic alliances 363 goal statement 13 virtual organizations 364–5 impacts of world events 16 organizational fl exibility, casualization of the increasing formality and complexity 13 workforce 36 inducements to the individual 20 organizational goals 334–6 interorganizational networking 13 link to organizational design 334 minimizing core activities 13 link with control 336 outsourcing 13 output goals 335 psychological contract with the employee 20–1 systems goals 335 purposive nature 13 organizational governance 480–1 statement of purpose 13 organizational learning 123, 138 task specialization 14 organizational performance trend for increasing size 12–13 and employee satisfaction 3 why they exist 12–14 effective groups 265 organizing function of management 22 organizational politics 476 output controls 337 cultural approach 477–8 output goals 335 defi nition 477 outsourcing 13, 35–6 Machiavellianism 476 organizationally sanctioned 477 Pace, Wayne 533 perception of political behaviour 477–8 study approaches 481 Parmalat 384 unsanctioned and self-interested 477 part-time working 232 see also politics and power in organizations participant observation 9 organizational politics in action 478–80 participative leadership style 430, 446 offi ce politics and the informal network 478 passive management by exception 437 political action and the manager 478–9 path-goal theory of leadership 429–31 resource dependencies 480 Pavlov, Ivan 123 subunit power 479–80 pay see also politics and power in organizations as a motivator 180 organizational strategy, and organizational as an extrinsic reward 179–84 design 334 creative pay practices 182–3 organizational structure in equity theory 180 and organizational design 328–30 in expectancy theory 180 branch offi ces 349–50 in Herzberg’s two-factor theory 280 control 336–8 in Maslow’s hierarchy of needs 180 coordination 340–2 in McClelland’s acquired needs theory 180 departmentalization 346–7 in reinforcement theory 180 formal structure 329 link with performance 181 horizontal specialization 346 merit pay 181 organigraphs 330 money and motivation 180 organization charts 329 multiple meanings of 179–80 organizational goals 334 people management skills 5 vertical specialization 342–5 roles of the effective manager 17–18

JJWBK139_Index.inddWBK139_Index.indd 666666 33/24/08/24/08 77:35:24:35:24 PPMM INDEX 667

perception 69–86 idiographic approach 102–4 Bank of China, Hong Kong, example 78 individual differences 100–5 cultural differences 84 infl uence of striving instincts 98 defi nition 71 infl uence of the conative domain 98 Dragons’ Den case study 73–4 introverts and extroverts 100 performance appraisal example 85 nature/nurture controversy 98 relevance to OB 74 nomothetic (traits) approach 100 study methods 69–70 psychodynamic theory 98–99 perception management 105–6 psychometric testing 100 distortion management 90 role of the unconscious 98 impression management 90 ‘toxic manager syndrome’ 99 perceptual distortion 85–9 personality dimensions 100–1 contrast effects 86, 88 agreeableness 101 distortion management 90 authoritarianism 102 halo effect 86–7 conscientiousness 100 projection 88 dogmatism 102 prototypes 85–6, 90 emotional stability 101 rusty halo effect 86 extroversion–introversion 100 selective perception 86, 87–8 internal–external orientation 101 self-fulfi lling prophecy 86 locus of control 101 stereotypes 86 Machiavellianism 102 perceptual process 111 manipulation of others 102 characteristics of what is perceived 75, 80 openness to experience 101 factors infl uencing 80–2 Pfeffer, Jeffrey 219 perceiver factors 81 Philippines, outsourcing to 35 setting/context effects 81 Philips 13 perceptual process stages 82–5 physical abilities, individual differences 94–5 information attention and selection 82 planning function of management 22 interpretation of information 84–5 pluralist view of organizational culture, 383 organization of information 83–4 policies 338 retrieval of information 85 political behaviour, structure for ethical analysis 479 perceptual responses 85 political changes, impacts on the business common distortions 85–9 environment 5 perceptual set, infl uence on the perceptual process 80 performance politics and power in organizations 465 link to shared values 382 consequences 481–2 linking pay with 181 ethics of 482–4 predictors 11 see also organizational politics performance appraisal Polyfelt, Austria 228 contrasting perceptions 79 Porter, Lyman W. 176 distortion management 90 Porter and Lawler’s model, integrated process and halo effects 86 content theories 176 key performance indicators 224–5 position power 464–6 performance equation 10–11 positive reinforcement 125–8 performance gap 558, 559 continuous reinforcement 126 performing stage of group development 269 intermittent reinforcement 126 person culture 394 law of contingent reinforcement 126 person schemas 83 law of immediate reinforcement 126 personal power 467–8 shaping of behaviour 126 personal values approach to motivation 177–9 positivism, tradition within OB 8 personality power defi nition 75, 97 authority and obedience 468–72 determinants 97–8 defi nition 468 disorders 99 nonpolitical uses 482 effects of childhood experiences 99 see also empowerment heredity/environment controversy 98 power and infl uence 464 id, ego and superego aspects 98 managers 464–70

JJWBK139_Index.inddWBK139_Index.indd 667667 33/24/08/24/08 77:35:24:35:24 PPMM 668 INDEX

power and politics in organizations 463–4 realignment in response to change 21–2 consequences 481–2 subjective belief 108 ethics of 482–4 psychological perspective 7 see also organizational politics , defi nition 6 power culture 394 psychometric testing 100 power-distance in national cultures 30 punishment (reinforcement strategy) 125–8 power sources 464 Pygmalion effect see self-fulfi lling prophecy bullying as coercive power 465–6 coercive power 465 qualitative studies, organizational culture 392 expert power 467–8 quality circles 290 formal authority 466 quality management 340 implicit leadership theories 466 quality of life, impact of quality of work life 20 information power 466 quality of work life (QWL) 19 legitimate power 466 quantitative studies, organizational culture 392 personal power 467–8 quasiformal communication channels 519 position power 464–6 process power 466 race awareness courses 24 referent power 468 Rahim, Afzalur 532 reward power 465 re-engineered work values 23 Powergen 36 recurrent learning 38–9 precautionary principle 489 reduced working hours 233 problem-solving teams 290–1 referent power 468 process controls 337–8 reinforcement 122–30 formalization 338–40 defi nition 122 policies 338 extrinsic rewards 125 quality management 340 reinforcement strategies 125–8 rules and procedures 338 and employee rights 128–30 standardization 339 applications 126 process culture 395 criticisms of use by managers 128 process power 466 extinction 125 process re-engineering 23 negative reinforcement or avoidance 127 process theories of motivation 160 organizational behaviour modifi cation defi nition 160 (OB Mod) 124–8 equity theory 169, 180, 189 expectancy theory 172–80 positive reinforcement 125 integration with content theories 160 punishment 127–8 productivity reinforcement theory, meaning of pay 180 defi nition 18 relevance of OB role of the value-added manager 19 critical tradition 12 projection 86, 88 emotional intelligence (EI or EQ) 12 prototypes performance equation 10 and perceptual distortion 85–6 to managers 10 cultural approach to organizational politics 477 to people who are not managers 12 defi nition 85 remote working and the virtual offi ce 234–7 referent power 468, 478 research use in information retrieval 82 motivation theories (Web site) 180 use in perceptual organization 83 organizational forms (Web site) 357 psychodynamic theory 98–9 study of organizational culture 391–3 psychological contract 20–1 teleworking (Web site) 233 contributions from the individual 20 research in organizational behaviour (OB) defi nition 20 application of natural scientifi c methods 9 effects of changing business environment 21 confounding variables 9 employee responses to perceived violation 21 discourse 9 exchange of values 20 focus groups 9 inducements from the organization 20 hypothesis formation 9 perception about equity with others 21 interpretivist tradition 9 perception about fairness 20 journal articles Web site 10

JJWBK139_Index.inddWBK139_Index.indd 668668 33/24/08/24/08 77:35:25:35:25 PPMM INDEX 669

participant observation 9 , long-term effects 37, 130 positivist tradition 9 servant leadership concept 443–4 quantitative methods 10 ‘set up to fail’ syndrome 89 verstehen (Weber) 9 shadow boomer generation 32 work teams or units 17 shaping of behaviour 126 see also reinforcement strategies resource dependencies 480 shared values in organizational culture 379, 382, 388 reward power 465 Simon, Herbert 488, 497 rewards 270 see also contingent rewards; extrinsic simple organizational design 354 rewards; intrinsic rewards single-loop learning 140 Ridgeway, John 278 SingTel 13 ringi system, Japan 30 situational constraints, and individual performance 77 risk analysis 486–7 situational contingency theories of leadership 426, 430 risk environments 486–7 situational control (Fiedler) 426 rites and rituals and organizational culture 386 Situational Leadership® model 431–2 Roche Products 279 size, infl uence on perception 81 Roddick, Anita 25 size of groups, impact on performance 264 Rogers, Carl 103 skill levels of staff 15 role, defi nition 211 Skinner, B.F. 124, 125 role ambiguity 284 Sloan, Alfred 358 role confl ict 284 social comparison, equity theory 169 role culture 394 social constructivist view of organizational culture, 385 role dynamics 282–5 social information processing and job design 219 role models, social learning model 131 social justice at work 33 social learning 131–3 role overload 284 and self-effi cacy 131 rules and procedures 338 application by managers 136 rules and roles in organizational culture 387–8 case study (Colin Jackson) 132 Russia, outsourcing to 35 defi nition 131 rusty halo effect 86 mentors and role models 131 social learning theory 135–6 SAGA Holidays 235 social loafi ng (Ringlemann effect) in groups 267 sagas and organizational culture 386 socio-technical job design 218 Salancik, Gerald 219 sociological perspective 7 Salovey, Peter 11 sociology, defi nition 6 satisfi cing (good enough) style of decision making 488–9 South African Breweries (SAB) 276 Schein, Edgar 280, 493 span of control 345 schema, defi nition 83 Spence, Sean 349–50 schemas staff personnel 346 use in information retrieval 82 standardization 353, 356 use in perceptual organization 83 Stanford Binet IQ test 94 scientifi c management 207 statement of purpose (organization) 13 screening of information 82 stereotypes 7, 75, 83 script schema 83 and perceptual distortion 85–6 selective perception 86–8 gender stereotyping 87 selective screening of information 82 use in perceptual organization 83 self-concept approach to motivation 177 stimulus (classical conditioning) 123–30 self-determination at work 33 stories and organizational culture 386–7 self-effi cacy 131, 185 storming stage of group development 268 self-fulfi lling prophecy 86 strategic alliances 363 self-leading teams 296–7 strategic leadership 420 self-management strategies 135 stress self-managing teams 293–6 and work-life balance 34 self-refl ection 137 at work 226 self schema 83 striving instincts, infl uence of 98 self-serving bias 92 subcultures 383–4 selling leadership style 426 management subculture 385 semiautonomous work groups 219 ‘substitutes for leadership’ theory 432–4 Senge, Peter 138 subunit power 479

JJWBK139_Index.inddWBK139_Index.indd 669669 33/24/08/24/08 77:35:25:35:25 PPMM 670 INDEX

Sunday Times, list of ‘100 best companies to work technological imperative, and organizational for’ 3–5 design 331 superego (Freud) 98 technology supplier-production-dealer networks 13 capacity to work remotely 229 supportive leadership 430 classifi cation systems 331 symbols of culture 409 decision-making issues for organizations 484–6 synergy 14, 266–7 impact on the nature of work 27 systems goals 335 organizational design factor 330–1 systems view see open systems socio-technical job design 218 Telecom, New Zealand 236 TAP airline 381–2 teleworking 37, 229, 235–7 task culture 394 telling leadership style 431 task forces 291 Tesco 233–4 task leadership in teams 281 tests of cognitive abilities 94 task performance, measure of effective tests of emotional intelligence 95 management 17 tests of individual capacity 94 Taylor, Frederick 207 thematic apperception tests (TATs) 104 teaching organization 142 ‘think manager-think male effect’ 87 team, defi nition 263 Thomas, David 405 team cohesiveness 286–9 Thomas Sanderson 231 team leadership 296–7 Thomson’s classifi cation of technology 345, 376 self-leading teams 296–7 thoughts, responses to perception 85 team norms 286 total quality management 340 team role dynamics 282–5 tough-guy culture 395 role ambiguity 284 tourist industry, impacts of world events 16 role confl ict 284–5 ‘toxic manager syndrome’ 99 role overload 284 Toyota 363 team roles 282, 299 traditional work values, shift to re-engineered values 23 team types 274–5 trait theories of leadership 446 team working 274–6 transactional leadership 436, 439, 440 avoiding disruptive behaviours 281 transformational leadership 436, 438–40 case study (football) 305–6 triple bottom line reporting 25, 37 distributed leadership 281 Formula One racing example 263–4 high performance teams 275 UK, dependence on migrant workers 28 journal article 310–22 uncertainty avoidance dimension of culture 30 maintenance activities 281 unconscious, role in personality 98 maintenance leadership 281–2 unemployment levels 227 managing confl ict 322–3 unethical behaviour see ethical behaviour nature of teamwork 275 Union Carbide 327–8 task leadership 281–2 unity of command 345 teams that make or do things 298 Unity Trust Bank 235 teams that recommend things 274 Urwick, Lyndall 17 teams that run things 274 types of teams 274–5 value-added manager, infl uence on productivity 19 teambuilding 276–81 value congruence 106 approaches to 278–9 values 105–7 defi nition 277 classifi cations 106 improving team working 279 defi nition 105 newcomer entry and integration 280 global managerial competencies 109–10 outdoor activities 278 importance of 106 process 277 Meglino values schema 106 team roles 274 personal values approach to motivation 177–8 technical problem-solving, adhocracy structure 362 shared organizational values 382–3 technological change 564 sources of 106 impacts on the business environment 5 trends over time 106

JJWBK139_Index.inddWBK139_Index.indd 670670 33/24/08/24/08 77:35:25:35:25 PPMM INDEX 671

types of 106 work arrangements, major drivers of change 225–6 workplace values 113 see also fl exible work arrangements verstehen (Weber) 9 work effort, and individual performance 76–7 vertical loading 209 work effort-motivation cycle 158 vertical specialization 342–5 work hard/play hard culture 395 span of control 345 work-life balance 34 unity of command 345 and job enrichment 209–11 virtual offi ce and remote working 234–7 drivers of change 225–6 virtual organizations 364–5 work-life balance campaign (UK Government) 225 virtual teams 291–3 work team or unit vision, link to organizational design 365 defi nition 17 Vodafone 13, 18, 32 human resource performance 17 Volvo, Sweden 228 task performance 17 Vroom, Victor 172–6, 492–3 work values, from traditional to re-engineered values 23 Warner Music 462 worker mobility, brain drain 28 Web sites workforce journal articles 10 ageing 32 motivation theories 187 changing nature of 28–33 organizational forms research 357 cultural diversity 29–30 teleworking 235 demographic diversity 29–33 ‘Where Women Want to Work’ 34 diversity 29–33 Weber, Max 9, 355 empowerment 157–9 Weeks, John 389 increasing female presence 33 Welch, Jack 440–1 motivation strategies 157–9 wellbeing, employee perceptions of 5 multicultural nature 29–31 Wesfarmers 359 ?What If! innovations company 378–9 trends in composition 28–33 whistleblowers 384, 471 working from home see teleworking women in the workforce Working Time Directive (Europe) 227 gender stereotyping 87 working to rule, defi nitions 339–40 ‘glass ceiling’ at work 33 workplace, quality of work life concept 19 increasing presence 33 workplace bullying 465–6 leadership issues 444 workplace diversity, management challenges 104–5 numbers in senior positions 33 workplace initiatives 34, 35–6 shortage of mentors in management 131 workplace stress 4 workplace initiatives for families 35–6 world events, impacts on organizations 16 ‘Where Women Want to Work’ Web site 34 WorldCom 37, 481 Wood, Graeme 344 Wotif.com 344 Woodward’s classifi cation of technology 331 Woolworth’s 231 Yetton, Philip 492 work Yukl, Gary 436, 473 changing nature of 26–8 contribution of migrant workers 28 Zemat, Poland 228 impact of advances in technology 26–7 zero-hours contracts 231 knowledge management 27–8 zone of indifference 470–2, 474

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