Richard L. Daft - Management. 9th ed., 2010

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GLOSSARY630

Infrastructure A country’s physi-

cal facilities that support economic

activities.

Initiating Structure A type of leader

behavior that describes the extent to

which the leader is task oriented and

dir

ects subordinate work activities

toward goal attainment.

Instant Messaging (IM) Electronic

communication that allows users to

see who is connected to a network and

shar

e information instantly.

Integrative Negotiation A collabora-

tive appr

oach to negotiation that is

based on a win-win assumption,

whereby the parties want to come up

with a creative solution that bene ts

both sides of the con ict.

Intelligence Team A cross-functional

oup of managers and employees

who work together to gain a deep

understanding of a speci c competi-

tive issue and offer insight and recom-

mendations for planning.

Interactive Leadership A leadership

style characterized by values such as

inclusion, collaboration, r

elationship

building, and caring.

Internal Environment The environ-

ment that includes the elements

within the or

ganization’s boundaries.

International Dimension Portion of

the external envir

onment that rep-

resents events originating in foreign

countries as well as opportunities for

U.S. companies in other countries.

International Human Resource Man-

agement (IHRM) A sub

eld of human

resource management that addresses the

complexity that results from recruiting,

selecting, developing, and maintaining a

diverse workforce on a global scale.

International Management The man-

agement of business operations con-

ducted in mor

e than one country.

Intranet An internal communica-

tions system that uses the technology

and standar

ds of the Internet but is

accessible only to people within the

organization.

Intrinsic Reward The satisfaction

eceived in the process of performing

an action.

Intuition The immediate comprehen-

sion of a decision situation based on

past experience but without conscious

thought.

Inventory The goods that the orga-

nization keeps on hand for use in the

Human Resources Perspective A

management perspective that sug-

gests jobs should be designed to meet

higher

-level needs by allowing work-

ers to use their full potential.

Human Skill The ability to work with

and thr

ough other people and to work

effectively as a group member.

Humility Being unpretentious and

modest rather than arrogant and

prideful.

Hygiene Factors Factors that involve

the presence or absence of job dissatis-

 ers, including working conditions,

pay, company policies, and interper-

sonal relationships.

Idea Champion A person who sees

the need for and champions produc-

tive change within the organization.

Idea Incubator An in-house program

that provides a safe harbor where

ideas from employees throughout

the organization can be developed

without interference from company

bureaucracy or politics.

Implementation The step in the

decision-making pr

ocess that

involves using managerial, admin-

istrative, and persuasive abilities to

translate the chosen alternative into

action.

Income Statement A  nancial

state-

ment that summarizes the  rm’s

 nancial performance for a given time

interval; sometimes called a pro t-

and-loss statement.

Individualism A preference for a

loosely knit social framework in

which individuals ar

e expected to take

care of themselves.

Individualism Approach The ethical

concept that acts ar

e moral when they

promote the individual’s best long-

term interests, which ultimately leads

to the greater good.

In uence The effect a person’s actions

have on the attitudes, values, beliefs,

or behavior of others.

Information Data that have been con-

verted into a meaningful and useful

context for the r

eceiver.

Information Technology (IT) The

hardware, software, telecommunica-

tions, database management, and

other technologies used to store, pro-

cess, and distribute information.

Hero A 

gure who exempli es the

deeds, character, and attributes of a

strong corporate culture.

Hierarchical Control The use of rules,

policies, hierar

chy of authority, reward

systems, and other formal devices

to in uence employee behavior and

assess performance.

Hierarchy of Needs Theory A content

theory that pr

oposes that people are

motivated by  ve categories of needs—

physiological, safety, belongingness,

esteem, and self-actualization—that

exist in a hierarchical order.

High-Context Culture A culture in

which communication is used to

enhance personal r

elationships.

High-Performance Culture A cul-

tur

e based on a solid organizational

mission or purpose that uses shared

adaptive values to guide decisions

and business practices and to encour-

age individual employee ownership of

both bottom-line results and the orga-

nization’s cultural backbone.

Horizontal Communication The lat-

eral or diagonal exchange of messages

among peers or coworkers.

Horizontal Linkage Model An

appr

oach to product change that

emphasizes shared development

of innovations among several

departments.

Horizontal Team A formal team com-

posed of employees fr

om about the

same hierarchical level but from dif-

ferent areas of expertise.

Human Capital The economic value

of the knowledge, experience, skills,

and capabilities of employees.

Humanistic Perspective A man-

agement perspective that emer

ged

near the late nineteenth century and

emphasized understanding human

behavior, needs, and attitudes in the

workplace.

Human Relations Movement A

movement in management thinking

and practice that emphasizes satisfac-

tion of employees’ basic needs as the

key to incr

eased worker productivity.

Human Resource Management

(HRM) Activities undertaken to

attract, develop, and maintain an ef

fec-

tive workforce within an organization.

Human Resource Planning The fore-

casting of human r

esource needs and

the projected matching of individuals

with expected job vacancies.

GLOSSARY 631

Lean Manufacturing Manufacturing

ocess using highly trained employ-

ees at every stage of the production

process to cut waste and improve

quality.

Learning A change in behavior or per-

formance that occurs as the r

esult of

experience.

Learning Organization An organiza-

tion in which everyone is engaged

in identifying and solving problems,

enabling the organization to con-

tinuously experiment, improve, and

increase its capability.

Legal-Political Dimension The

dimension of the general envir

onment

that includes federal, state, and local

government regulations and political

activities designed to in uence com-

pany behavior.

Legitimate Power Power that stems

om a formal management position

in an organization and the authority

granted to it.

Licensing An entry strategy in which

an or

ganization in one country makes

certain resources available to compa-

nies in another to participate in the pro-

duction and sale of its products abroad.

Line Authority A form of authority

in which individuals in management

positions have the formal power

to dir

ect and control immediate

subordinates.

Liquidity Ratio A 

nancial ratio that

indicates the organization’s ability to

meet its current debt obligations.

Listening The skill of receiving mes-

sages to accurately grasp facts and feel-

ings to interpret the genuine meaning.

Locus of Control The tendency to

place the primary responsibility for

one’s success or failure either within

oneself (internally) or on outside

forces (externally).

Long-Term Orientation A greater con-

cern for the futur

e and high value on

thrift and perseverance.

Low-Context Culture A culture in

which communication is used to

exchange facts and information.

Machiavellianism The tendency to

direct much of one’s behavior toward

the acquisition of power and the

manipulation of other people for per-

sonal gain.

shares costs and risks with another

 rm to build a manufacturing facil-

ity, develop new products, or set up

a sales and distribution network; a

strategic alliance or program by two

or more organizations.

Justice Approach The ethical concept

that moral decisions must be based

on standar

ds of equity, fairness, and

impartiality.

Just-In-Time (JIT) Inventory System

An inventory control system that

schedules materials to arrive pr

ecisely

when they are needed on a produc-

tion line.

Knowledge A conclusion drawn from

information after it is linked to other

information and compared to what is

already known.

Knowledge Management The process

of systematically gathering knowl-

edge, making it widely available

thr

oughout the organization, and fos-

tering a culture of learning.

Knowledge Management Portal A

single point of access for employees to

multiple sour

ces of information that

provides personalized access on the

corporate intranet.

Labor Market The people available

for hire by the organization.

Large-Group Intervention An

appr

oach that brings together partici-

pants from all parts of the organiza-

tion (and may include key outside

stakeholders as well) to discuss prob-

lems or opportunities and plan for

major change.

Law of Effect The assumption that

positively r

einforced behavior tends

to be repeated, and unreinforced or

negatively reinforced behavior tends

to be inhibited.

Leadership The ability to in uence

people towar

d the attainment of orga-

nizational goals.

Leadership Grid A two-dimensional

leadership theory that measur

es the

leader’s concern for people and for

production.

Leading The management function

that involves the use of in uence

motivate employees to achieve the

organization’s goals.

production process up to the point of

selling the  nal products to customers.

Involvement Culture A culture that

places high value on meeting the

needs of employees and values coop-

eration and equality

ISO Certi cation Certi cation

based

on a set of international standards for

quality management, setting uniform

guidelines for processes to ensure

that products conform to customer

requirements.

Job Analysis The systematic process

of gathering and interpreting informa-

tion about the essential duties, tasks,

and responsibilities of a job.

Job Characteristics Model A model

of job design that comprises cor

e job

dimensions, critical psychological

states, and employee growth-need

strength.

Job Description A concise summary

of the speci

c tasks and responsibili-

ties of a particular job.

Job Design The application of moti-

vational theories to the str

ucture of

work for improving productivity and

satisfaction.

Job Enlargement A job design that

combines a series of tasks into one

new

, broader job to give employees

variety and challenge.

Job Enrichment A job design that

incorporates achievement, r

ecogni-

tion, and other high-level motivators

into the work.

Job Evaluation The process of deter-

mining the value of jobs within an

ganization through an examination

of job content.

Job Rotation A job design that sys-

tematically moves employees fr

one job to another to provide them

with variety and stimulation.

Job Satisfaction A positive attitude

towar

d one’s job.

Job Simpli cation A job design

whose purpose is to impr

ove task

ef ciency by reducing the number of

tasks a single person must do.

Job Speci cation An outline of the

knowledge, skills, education, and

physical abilities needed to ade-

quately perform a job.

Joint Venture A variation of direct

investment in which an or

ganization

GLOSSARY632

Myers–Briggs Type Indicator (MBTI)

Personality test that measures a per-

son’s pr

eference for introversion vs.

extroversion, sensation vs. intuition,

thinking vs. feeling, and judging vs.

perceiving.

Natural Dimension The dimension of

the general environment that includes

all elements that occur naturally on

earth, including plants, animals, rocks,

and natural resources such as air,

water, and climate.

Negotiation A con ict

management

strategy whereby people engage in

give-and-take discussions and con-

sider various alternatives to reach a

joint decision that is acceptable to both

parties.

Neutralizer A situational variable that

counteracts a leadership style and

events the leader from displaying

certain behaviors.

New-Venture Fund A fund provid-

ing r

esources from which individuals

and groups can draw to develop new

ideas, products, or businesses.

New-Venture Team A unit separate

om the mainstream of the organiza-

tion that is responsible for developing

and initiating innovations.

Nonprogrammed Decision A decision

made in r

esponse to a situation that is

unique, is poorly de ned and largely

unstructured, and has important con-

sequences for the organization.

Nonverbal Communication A com-

munication transmitted thr

ough

actions and behaviors rather than

through words.

Normative An approach that de nes

how a decision maker should make

decisions and pr

ovides guidelines

for reaching an ideal outcome for the

organization.

Norming The stage of team develop-

ment in which con icts

developed

during the storming stage are resolved

and team harmony and unity emerge.

On-the-Job Training (OJT) A type

of training in which an experienced

employee “adopts” a new employee

to teach him or her how to perform

job duties.

support to a pr

otégé’s professional

career.

Mentoring When an experienced

employee guides and supports a less-

experienced employee.

Merger The combining of two or more

ganizations into one.

Message The tangible formulation of

an idea to be sent to a r

eceiver.

Middle Manager A manager who

works at the middle levels of the or

ga-

nization and is responsible for major

departments.

Mission The organization’s reason for

existence.

Mission Statement A broadly stated

de

nition of the organization’s basic

business scope and operations that

distinguishes it from similar types of

organizations.

Modular Approach The process by

which a manufacturing company uses

outside suppliers to pr

ovide large

components of the product, which are

then assembled into a  nal product by

a few workers.

Monoculture A culture that accepts

only one way of doing things and one

set of values and beliefs.

Moral Leadership Distinguishing

right fr

om wrong and choosing to do

right in the practice of leadership.

Moral-Rights Approach The ethical

concept that moral decisions ar

e those

that best maintain the rights of those

people affected by them.

Motivation The arousal, direction,

and persistence of behavior

Motivators Factors that in uence

job

satisfaction based on ful llment of

high-level needs such as achievement,

recognition, responsibility, and oppor-

tunity for growth.

Multicultural Teams Teams made

up of members fr

om diverse

national, racial, ethnic, and cultural

backgrounds.

Multidomestic Strategy The modi -

cation of pr

oduct design and advertis-

ing strategies to suit the speci c needs

of individual countries.

Multinational Corporation

(MNC) An organization that receives

mor

e than 25 percent of its total sales

revenues from operations outside the

parent company’s home country; also

called global corporation or transnational

corporation.

Management The attainment of orga-

nizational goals in an ef

fective and

ef cient manner through planning,

organizing, leading, and controlling

organizational resources.

Management by Objectives (MBO) A

method of management wher

eby

managers and employees de ne goals

for every department, project, and

person and use them to monitor sub-

sequent performance.

Management Information System

(MIS) A computer-based system that

ovides information and support for

effective managerial decision making.

Management Science Perspective

A management perspective that

emer

ged after World War II and

applied mathematics, statistics, and

other quantitative techniques to mana-

gerial problems.

Managing Diversity Creating a cli-

mate in which the potential advan-

tages of diversity for or

ganizational

or group performance are maximized

while the potential disadvantages are

minimized.

Manufacturing Organization An

ganization that produces physical

goods.

Market Entry Strategy An organiza-

tional strategy for entering a foreign

market.

Market Value-Added (MVA) A con-

trol system that measures the stock

market’s estimate of the value of a

company’s past and expected capital

investment projects.

Masculinity A cultural preference for

achievement, her

oism, assertiveness,

work centrality, and material success.

Matching Model An employee selec-

tion approach in which the organi-

zation and the applicant attempt to

match each other’s needs, interests,

and values.

Matrix Approach An organization

str

ucture that uses functional and

divisional chains of command simul-

taneously in the same part of the

organization.

Matrix Boss The product or functional

boss, r

esponsible for one side of the

matrix.

Mediation The process of using a

third party to settle a dispute.

Mentor A higher-ranking, senior orga-

nizational member who is committed

to pr

oviding upward mobility and

GLOSSARY 633

Performance Appraisal The pro-

cess of observing and evaluating an

employee’s performance, r

ecording

the assessment, and providing feed-

back to the employee.

Performance Gap A disparity

between existing and desir

ed perfor-

mance levels.

Performing The stage of team devel-

opment in which members focus on

oblem solving and accomplishing

the team’s assigned task.

Permanent Teams A group of partici-

pants fr

om several functions who are

permanently assigned to solve ongo-

ing problems of common interest.

Personal Communication Chan-

nels

Communication channels that

exist outside the formally authorized

channels and do not adher

e to the

organization’s hierarchy of authority.

Personality The set of characteristics

that underlie a r

elatively stable pat-

tern of behavior in response to ideas,

objects, or people in the environment.

Personal Networking The acquisi-

tion and cultivation of personal r

ela-

tionships that cross departmental,

hierarchical, and even organizational

boundaries.

Person–Job Fit The extent to which a

person’s ability and personality match

the r

equirements of a job.

Plan A blueprint specifying the

esource allocations, schedules, and

other actions necessary for attaining

goals.

Planning The management func-

tion concerned with de ning

goals

for future organizational perfor-

mance and deciding on the tasks and

resources needed to attain them; the

act of determining the organization’s

goals and the means for achieving

them.

Pluralism An environment in which

the or

ganization accommodates sev-

eral subcultures, including employees

who would otherwise feel isolated

and ignored.

P → O Expectancy Expectancy that

successful performance of a task will

lead to the desir

ed outcome.

Point-Counterpoint A decision-making

technique in which people ar

e assigned

to express competing points of view.

Political Forces The in

uence of polit-

ical and legal institutions on people

and organizations.

techniques to improve an organiza-

tion’s health and effectiveness through

its ability to cope with environmental

changes, improve internal relation-

ships, and increase learning and

problem-solving capabilities.

Organization Structure The frame-

work in which the or

ganization

de nes how tasks are divided,

resources are deployed, and depart-

ments are coordinated.

Organizing The management func-

tion concerned with assigning tasks,

grouping tasks into departments,

and allocating resources to depart-

ments; the deployment of organiza-

tional resources to achieve strategic

goals.

Outsourcing Contracting out selected

functions or activities of an or

ganiza-

tion to other organizations that can do

the work more cost ef ciently.

Passive Follower A person who

exhibits neither critical independent

thinking nor active participation.

Pay-for-Performance Incentive pay

that ties at least part of compensation

to employee effort and performance.

Peer-to-Peer File Sharing File shar-

ing that allows PCs to communicate

directly with one another over the

Internet, bypassing central databases,

servers, control points, and Web

pages.

People Change A change in the atti-

tudes and behaviors of a few employ-

ees in the or

ganization.

Perception The cognitive process

people use to make sense out of the

environment by selecting, organizing,

and interpreting information.

Perceptual Defense The tendency of

per

ceivers to protect themselves by

disregarding ideas, objects, or people

that are threatening to them.

Perceptual Distortions Errors in per-

ceptual judgment that arise fr

om inac-

curacies in any part of the perceptual

process.

Perceptual Selectivity The process by

which individuals scr

een and select

the various stimuli that vie for their

attention.

Performance The organization’s ability

to attain its goals by using r

esources in

an ef cient and effective manner.

Open-Book Management Sharing



nancial information and results with

all employees in the organization.

Open Innovation Extending the

sear

ch for and commercialization of

new ideas beyond the boundaries of

the organization.

Open System A system that interacts

with the external envir

onment.

Operational Goals Speci c, measur-

able results expected from depart-

ments, work groups, and individuals

within the organization.

Operational Plans Plans developed

at the or

ganization’s lower levels that

specify action steps toward achieving

operational goals and that support

tactical planning activities.

Operations Management The  eld

management that focuses on the phys-

ical production of goods or services

and uses specialized techniques for

solving manufacturing problems.

Opportunity A situation in which

managers see potential or

ganizational

accomplishments that exceed current

goals.

Organization A social entity that is goal

dir

ected and deliberately structured.

Organizational Behavior An interdis-

ciplinary  eld dedicated to the study

of how individuals and groups tend to

act in organizations.

Organizational Change The adop-

tion of a new idea or behavior by an

ganization.

Organizational Citizenship Work

behavior that goes beyond job r

equire-

ments and contributes as needed to

the organization’s success.

Organizational Commitment Loyalty

to and heavy involvement in one’s

ganization.

Organizational Control The system-

atic pr

ocess through which managers

regulate organizational activities to

make them consistent with expecta-

tions established in plans, targets, and

standards of performance.

Organizational Environment All

elements existing outside the or

ga-

nization’s boundaries that have the

potential to affect the organization.

Organization Chart The visual

epresentation of an organization’s

structure.

Organization Development (OD) The

application of behavioral science

GLOSSARY634

respect and admiration for, and desire

to emulate the leader

Refreezing The reinforcement stage

of or

ganization development in which

individuals acquire a desired new skill

or attitude and are rewarded for it by

the organization.

Reinforcement Anything that causes

a given behavior to be r

epeated or

inhibited.

Reinforcement Theory A motiva-

tion theory based on the relationship

between a given behavior and its

consequences.

Related Diversi cation Moving into

a new business that is r

elated to the

company’s existing business activities.

Responsibility The duty to perform

the task or activity an employee has

been assigned.

Responsibility Center An organiza-

tional unit under the supervision of a

single person who is responsible for

its activity.

Revenue Budget A budget that identi-



es the forecasted and actual revenues

of the organization.

Reward Power Power that results

from the authority to bestow rewards

on other people.

Rightsizing Intentionally reducing

the company’s workforce to the point

where the number of employees is

deemed to be right for the company’s

current situation.

Risk A situation in which a decision

has clear

-cut goals and good informa-

tion is available, but the future out-

comes associated with each alternative

are subject to chance.

Risk Propensity The willingness to

undertake risk with the opportunity of

gaining an incr

eased payoff.

Role A set of expectations for one’s

behavior.

Role Ambiguity Uncertainty about

what behaviors ar

e expected of a per-

son in a particular role.

Role Con ict Incompatible demands

of different roles.

Satis cing To choose the  rst solu-

tion alternative that satis es mini-

mal decision criteria, regardless of

whether better solutions are pre-

sumed to exist.

needs and determine whether their

choices were successful.

Product Change A change in the orga-

nization’s pr

oduct or service outputs.

Product Layout A facilities layout

in which machines and tasks ar

arranged according to the sequence

of steps in the production of a single

product.

Pro tability

Ratio

A  nancial ratio

that describes the  rm’s pro ts in

terms of a source of pro ts (for exam-

ple, sales or total assets).

Programmed Decision A decision

made in r

esponse to a situation that

has occurred often enough to enable

decision rules to be developed and

applied in the future.

Projection The tendency to see one’s

own personal traits in other people.

Project Manager A person respon-

sible for coor

dinating the activities

of several departments on a full-time

basis for the completion of a speci c

project; a manager responsible for a

temporary work project that involves

the participation of other people from

various functions and levels of the

organization.

Punishment The imposition of an

unpleasant outcome following unde-

sirable behavior

Quality Circle A group of 6 to 12 vol-

unteer employees who meet regularly

to discuss and solve problems affect-

ing the quality of their work.

Raw Materials Inventory Inventory

consisting of the basic inputs to the

organization’s production process.

Realistic Job Preview A recruiting

approach that gives applicants all per-

tinent and realistic information about

the job and the organization.

Recruiting The activities or practices

that de

ne the desired characteristics

of applicants for speci c jobs.

Reengineering The radical redesign

of business processes to achieve dra-

matic improvements in cost, quality,

service, and speed.

Referent Power Power that results

om characteristics that command

subordinates’ identi cation with,

Political Instability Events such as

riots, r

evolutions, or government

upheavals that affect the operations of

an international company.

Political Risk A company’s risk

of loss of assets, earning power

, or

managerial control due to politi-

cally based events or actions by host

governments.

Portfolio Strategy The organiza-

tion’s mix of strategic business units

and pr

oduct lines that  t together in

such a way as to provide the corpora-

tion with synergy and competitive

advantage.

Positive Reinforcement The admin-

istration of a pleasant and r

eward-

ing consequence following a desired

behavior.

Power The potential ability to in u-

ence others’ behavior

Power Distance The degree to which

people accept inequality in power

among institutions, or

ganizations, and

people.

Pragmatic Survivor A follower who

has qualities of all four follower styles,

depending on which 

ts the prevalent

situation.

Prejudice The tendency to view

people who ar

e different as being

de cient.

Pressure Group An interest group

that works within the legal-political

framework to in

uence companies to

behave in socially responsible ways.

Problem A situation in which organi-

zational accomplishments have failed

to meet established goals.

Problem-Solving Team Typically 5 to

12 hourly employees fr

om the same

department who meet to discuss ways

of improving quality, ef ciency, and

the work environment.

Procedural Justice The concept that

ules should be clearly stated and con-

sistently and impartially enforced.

Process An organized group of related

tasks and activities that work together

to transform inputs into outputs and

eate value.

Process Layout A facilities layout

in which machines that perform the

same function ar

e grouped together in

one location.

Process Theories A group of theories

that explain how employees select

behaviors with which to meet their

GLOSSARY 635

Strategic Business Unit (SBU) A divi-

sion of the or

ganization that has a

unique business mission, product line,

competitors, and markets relative to

other SBUs in the same corporation.

Strategic Conversation Dialogue

acr

oss boundaries and hierarchical

levels about the team or organization’s

vision, critical strategic themes, and

the values that help achieve important

goals.

Strategic Goals Broad statements of

wher

e the organization wants to be in

the future; pertain to the organization

as a whole rather than to speci c divi-

sions or departments.

Strategic Management The set of

decisions and actions used to formu-

late and implement strategies that

will pr

ovide a competitively superior

 t between the organization and its

environment so as to achieve organi-

zational goals.

Strategic Plans The action steps by

which an or

ganization intends to

attain strategic goals.

Strategy The plan of action that pre-

scribes r

esource allocation and other

activities for dealing with the environ-

ment, achieving a competitive advan-

tage, and attaining organizational goals.

Strategy Execution The stage of

strategic management that involves

the use of managerial and or

ganiza-

tional tools to direct resources toward

achieving strategic outcomes.

Strategy Formulation The stage of

strategic management that involves

the planning and decision making

that lead to the establishment of the

ganization’s goals and of a speci c

strategic plan.

Strategy Map A visual representation

of the key drivers of an or

ganization’s

success, showing the cause-and-effect

relationships among goals and plans.

Stress A physiological and emotional

esponse to stimuli that place physi-

cal or psychological demands on an

individual.

Stretch Goal A reasonable yet highly

ambitious, compelling goal that ener

gizes people and inspires excellence.

Substitute A situational variable that

makes a leadership style unnecessary

or r

edundant.

Subsystems Parts of a system that

depend on one another for their

functioning.

among people—their values, needs,

and standar

ds of behavior.

Social Networking Online interaction

in a community format wher

e people

share personal information and pho-

tos, produce and share all sorts of

information and opinions, or unify

activists and raise funds.

Sociocultural Dimension The dimen-

sion of the general envir

onment

representing the demographic charac-

teristics, norms, customs, and values

of the population within which the

organization operates.

Socioemotional Role A role in which

the individual pr

ovides support for

team members’ emotional needs and

social unity.

Span of Management The number of

employees r

eporting to a supervisor;

also called span of control.

Special-Purpose Team A team created

outside the formal or

ganization to

undertake a project of special impor-

tance or creativity.

Staff Authority A form of authority

granted to staf

f specialists in their area

of expertise.

Stakeholder Any group within or out-

side the or

ganization that has a stake

in the organization’s performance.

Standing Plans Ongoing plans that

e used to provide guidance for tasks

performed repeatedly within the

organization.

Stereotype A rigid, exaggerated, irra-

tional belief associated with a particu-

lar gr

oup of people.

Stereotype Threat A psychological

experience of a person who, usually

engaged in a task, is awar

e of a stereo-

type about his or her identify group

suggesting that he or she will not per-

form well on that task.

Stereotyping Placing an employee

into a class or category based on one

or a few traits or characteristics; the

tendency to assign an individual to

a gr

oup or broad category and then

attribute generalizations about the

group to the individual.

Storming The stage of team develop-

ment in which individual personalities

and r

oles emerge along with resulting

con icts.

Story A narrative based on true events

and r

epeated frequently and shared

among organizational employees.

Scenario Building Looking at trends

and discontinuities and imagining

possible alternative futur

es to build a

framework within which unexpected

future events can be managed.

Scienti c

Management

A sub eld of

the classical management perspec-

tive that emphasized scienti cally

determined changes in management

practices as the solution to improving

labor productivity.

Selection The process of determining

the skills, abilities, and other attri-

butes a person needs to perform a

particular job.

Self-Directed Team A team consisting

of 5 to 20 multiskilled workers who

otate jobs to produce an entire prod-

uct or service, often supervised by an

elected member.

Self-Serving Bias The tendency to

over

estimate the contribution of

internal factors to one’s successes and

the contribution of external factors to

one’s failures.

Servant Leader A leader who works

to ful

ll subordinates’ needs and goals

as well as to achieve the organiza-

tion’s larger mission.

Service Organization An organization

that pr

oduces nonphysical outputs

that require customer involvement

and cannot be stored in inventory.

Short-Term Orientation A concern

with the past and pr

esent and a high

value on meeting social obligations.

Single-Use Plans Plans that are devel-

oped to achieve a set of goals that ar

unlikely to be repeated in the future.

Situational Theory A contingency

appr

oach to leadership that links the

leader’s behavioral style with the task

readiness of subordinates.

Six Sigma A quality control approach

that emphasizes a r

elentless pursuit of

higher quality and lower costs.

Skunkworks A separate small, infor-

mal, highly autonomous, and often

secr

etive group that focuses on break-

through ideas for the business.

Slogan A phrase or sentence that suc-

cinctly expr

esses a key corporate value.

Social Facilitation The tendency

for the pr

esence of others to in u-

ence an individual’s motivation and

performance.

Social Forces The aspects of a culture

that guide and in uence

relationships

GLOSSARY636

company revenues and expenditures

speci

ed by top management.

Top Leader The overseer of both

the pr

oduct and functional chains of

command, responsible for the entire

matrix.

Top Manager A manager who is at

the top of the or

ganizational hierar-

chy and is responsible for the entire

organization.

Total Quality Management (TQM) A

concept that focuses on managing the

total or

ganization to deliver quality to

customers. Four signi cant elements

of TQM are employee involvement,

focus on the customer, benchmark-

ing, and continuous improvement;

an organization-wide commitment

to infusing quality into every activity

through continuous improvement.

Traits Distinguishing personal charac-

teristics, such as intelligence, values,

and appearance.

Transactional Leader A leader who

clari

es subordinates’ role and task

requirements, initiates structure, pro-

vides rewards, and displays consider-

ation for subordinates.

Transformational Leader A leader

distinguished by a special ability to

bring about innovation and change.

Transnational Strategy A strategy that

combines global coor

dination to attain

ef ciency with  exibility to meet spe-

ci c needs in various countries.

Two-Boss Employees Employ-

ees who r

eport to two supervisors

simultaneously.

Type A Behavior Behavior pattern

characterized by extreme competitive-

ness, impatience, aggressiveness, and

devotion to work.

Type B Behavior Behavior pattern

that lacks T

ype A characteristics and

includes a more balanced, relaxed

lifestyle.

Uncertainty The situation that occurs

when managers know which goals

they wish to achieve, but information

about alternatives and futur

e events is

incomplete.

Uncertainty Avoidance A value char-

acterized by people’s intolerance for

uncertainty and ambiguity and r

esult-

ing support for beliefs that promise

certainty and conformity.

Tall Structure A management struc-

tur

e characterized by an overall

narrow span of management and a

relatively large number of hierarchical

levels.

Task Environment The layer of the

external envir

onment that directly

in uences the organization’s opera-

tions and performance.

Task Force A temporary team or

committee formed to solve a speci c

short-term pr

oblem involving several

departments.

Task Specialist Role A role in which

the individual devotes personal

time and ener

gy to helping the team

accomplish its task.

Team A unit of two or more people

who interact and coor

dinate their

work to accomplish a speci c goal.

Team-Based Structure Structure in

which the entir

e organization is made

up of horizontal teams that coordinate

their activities and work directly with

customers to accomplish the organiza-

tion’s goals.

Team Building A type of OD inter-

vention that enhances the cohesive-

ness of departments by helping

members learn to function as a team.

Team Cohesiveness The extent to

which team members ar

e attracted to

the team and motivated to remain in it.

Team Norm A standard of conduct

that is shar

ed by team members and

guides their behavior.

Technical Core The heart of the orga-

nization’s pr

oduction of its product or

service.

Technical Skill The understanding of

and pr

o ciency in the performance of

speci c tasks.

Technological Dimension The dimen-

sion of the general envir

onment that

includes scienti c and technological

advancements in the industry and

society at large.

Technology Change A change that

pertains to the or

ganization’s produc-

tion process.

Telecommuting Using computers and

telecommunications equipment to

perform work fr

om home or another

remote location.

Top-Down Budgeting A budgeting

ocess in which middle- and lower-

level managers set departmental bud-

get targets in accordance with overall

Superordinate Goal A goal that can-

not be r

eached by a single party.

Suppliers People and organiza-

tions that pr

ovide the raw materials

the organization uses to produce its

output.

Supply Chain Management Manag-

ing the sequence of suppliers and

pur

chasers, covering all stages of pro-

cessing from obtaining raw materials

to distributing  nished goods to  nal

customers.

Survey Feedback A type of OD inter-

vention in which questionnair

es on

organizational climate and other fac-

tors are distributed among employees

and their results reported back to

them by a change agent.

Sustainability Economic develop-

ment that meets the needs of the cur

rent population while preserving the

environment for the needs of future

generations.

SWOT Analysis Analysis of the

str

engths, weaknesses, opportunities,

and threats (SWOT) that affect organi-

zational performance

Symbol An object, act, or event that

conveys meaning to others.

Synergy The condition that exists

when the organization’s parts interact

to produce a joint effect that is greater

than the sum of the parts acting alone;

the concept that the whole is greater

than the sum of its parts.

System A set of interrelated parts that

function as a whole to achieve a com-

mon purpose.

Systemic Thinking Seeing both the

distinct elements of a situation and

the complex and changing interaction

among those elements.

Systems Theory An extension of the

humanistic perspective that describes

ganizations as open systems charac-

terized by entropy, synergy, and sub-

system interdependence.

Tactical Goals Goals that de ne the

outcomes that major divisions and

departments must achieve for the

organization to reach its overall goals.

Tactical Plans Plans designed to help

execute major strategic plans and to

accomplish a speci

c part of the com-

pany’s strategy.

GLOSSARY 637

sample of “key” jobs selected by the

ganization.

Whistle-Blowing The disclosure by an

employee of illegal, immoral, or ille-

gitimate practices by the or

ganization.

Wholly Owned Foreign Af liate A

foreign subsidiary over which an

organization has complete control.

Wiki Web site that allows anyone with

access, inside or outside the organiza-

tion, to create, share, and edit content

through a simple, browser-based user

interface.

Work-in-Process Inventory Inventory

composed of the materials that still ar

moving through the stages of the pro-

duction process.

Work Redesign The altering of

jobs to incr

ease both the quality of

employees’ work experience and their

productivity.

Work Specialization The degree to

which or

ganizational tasks are subdi-

vided into individual jobs; also called

division of labor.

supplies needed to make products or

that distribute and sell those products.

Vertical Team A formal team com-

posed of a manager and his or her

subor

dinates in the organization’s for-

mal chain of command.

Virtual Network Structure An orga-

nization str

ucture that disaggregates

major functions to separate companies

that are brokered by a small headquar-

ters organization.

Virtual Team A team made up

of members who ar

e geographi-

cally or organizationally dispersed,

rarely meet face to face, and do their

work using advanced information

technologies.

Vision An attractive, ideal future that

is cr

edible yet not readily attainable.

Wage and Salary Surveys Surveys

that show what other organizations

pay incumbents in jobs that match a

Uncritical Thinking Failing to con-

sider the possibilities beyond what

one is told; accepting others’ ideas

without thinking.

Unfreezing The stage of organization

development in which participants ar

made aware of problems to increase

their willingness to change their

behavior.

Unrelated Diversi cation Expanding

into a totally new line of business.

Upward Communication Messages

transmitted fr

om the lower to the

higher levels in the organization’s

hierarchy.

Utilitarian Approach The ethical con-

cept that moral behaviors pr

oduce the

greatest good for the greatest number.

Valence The value or attraction an

individual has for an outcome.

Vertical Integration Expanding into

businesses that either pr

oduce the

This page intentionally left blank

639

Abebe, Michael, 595n14

Abrahamson, Eric, 57n2

Abramson, Gary, 92n39

Adair, John G., 58n30

Adams, J. Stacy, 449, 468n24

Adamy, Janet, 210n3, 210n17

Adler, Nancy J., 97, 124n10

Aeppel, Timothy, 126n66, 567n47

Aggarwal, Sumer C., 596n20

Agle, Bradley, 154n48

Agor, Weston H., 237n21

Agres, Carole E., 274n46

Akan, Obasi, 211n59, 211n61

Akhter, Syed H., 183n27

Alban, Billie T., 289, 304n55, 304n56, 304n57

Albanese, Robert, 437n19, 531n7

Aldag, Ramon J., 58n33

Aldrich, Howard E., 30n47

Alexander, Francine, 328

Allen, Richard S., 211n59

Allers, Kimberly L., 370n13, 372n84

Alleyne, Sonie, 370n27, 372n73

Allio, Michael K., 204

Alon, Ilan, 126n75

Alpaslan, Murat C., 183n31, 183n35

Alterman, Eric, 126n60

Altier, William J., 274n53

Amabile, Teresa M., 302n15, 302n18

Amari, David, 567n56

Ammeter, Anthony P., 372n69

Anagnos, Gus, 183n31

Anand, N., 273n20, 273n22, 274n35, 274n46,

274n47

Anders, George, 29n8, 438n30

Anderson, Ray, 141

Ang, Soon, 117

Angle, Harold L., 303n38

Ante, Spencer E., 211n55, 583, 596n39,

596n50

Anthony, Robert N., 566n24

Antonellis, Domenic, 11

Apcar, Leonard M., 304n65

Areddy, James T., 125n25

Ariely, Dan, 238n44

Armour, Stephanie, 57n4, 337n28

Armstrong, Lance, 504

Arndt, Michael, 238n36, 274n33, 302n5,

597n58

Arnold, Hugh J., 533n51

Arnold, W. J., 57n20, 58n22

Aronson, Amy, 370n13

Aronson, Elliot, 533n52

Arpey, Gerald, 146

Arthur, Michelle M., 372n69

Arvey, R. D., 328

Ashkenas, Ronald N., 274n57, 304n57

Asinof, Lynn, 339n83

Astor, Adam, 91n9

Athitakis, Mark, 237n4

Austen, Ian, 91n34

Austin, Larry M., 58n43

Austin, Nancy, 303n41

Avolio, Bruce J., 91n1, 372n68, 437n13,

438n35, 438n41

Axelrod, Emily M., 524

Axelrod, Richard, 524

Axtell, R., 108

Ayers, Charlie, 352

Azria, Max, 166

Bacharach, Samuel B., 302n10

Backhaus, Kristin, 163, 187

Badaracco, Joseph L., 155n51, 437n6, 437n7,

439n62

Badawy, M. K., 30n37

Bagley, Constance E., 153n13

Bailom, Franz, 237n23

Baird, Inga Skromme, 237n7

Baker, Dianne, 13

Baker, Greg, 352

Baker, Stephen, 91n9, 124n2, 596n43,

596n44

Bales, R. F., 532n44

Baligia, B. R., 566n34

Balu, Rekha, 93n70

Banham, Russ, 565n5, 595n10, 596n39

Barasch, Douglas S., 238n41

Barbaro, Michael, 562

Barboza, David, 91n3

Barkdull, C. W., 273n12

Barkema, Harry G., 30n57

Barnard, Chester I., 40, 41, 273n6

Barnes, Frank C., 567n55

Barney, Jonathan, 125n43

Barnum, Cynthia, 124n1

Baron, James N., 337n8

Baron, Robert A., 532n45

Barr, Stephen, 337n25

Barrett, Amy, 126n59

Barrionuevo, Alexei, 153n7

Barrios, Sergio, 552

Barron, Kelly, 57n19

Bart, C. K., 303n39

Bartholomew, Doug, 183n40, 338n64, 583,

596n39

Bartlett, Christopher A., 29n30, 126n73

Bartlett, Gary, 58n47

Bartol, Kathryn M., 372n68

Bass, Bernard M., 91n1, 372n68, 437n13,

438n38, 438n39

Bass, Robert E., 58n44

Bass, Steedman, 257

Bastianutti, L. M., 238n46

Bateman, Thomas S., 211n50

Bates, Suzanne, 524

Baum, Joel A. C., 30n57

Baveja, Alok, 210n11, 549

Baxendale, Sidney J., 567n61

Baxter, Stephen, 19, 30n50

Bazerman, Max H., 237n6, 238n44

Beach, Mary Ellen, 183n23, 566n15

Beale, Ruby L., 351, 370n25, 370n38

Beard, Luciana, 596n27

Beatty, R. W., 339n74, 339n75

Bechtold, David J., 125n48

Becker, B., 337n7

Becker, Helmut, 154n43

Becker, S., 304n68

Name Index