Convenience

participation as, 307
reward systems as, 310–316
motivation factors, 297, 298
f
Myers-Briggs personality framework,
266–267
Myers-Briggs Type Indicator (MBTI), 267
N
National Labor Relations Act, 227
t
, 229
National Labor Relations Board (NLRB), 229,
230
need for achievement, 298
need for affiliation, 298–299
need for power, 299
needs hierarchy approach, 296–297
negative affectivity, 271
negotiation, 414–416
networking, 147
neuroticism, 265–266
niche, 139
nominal group, 117
nonmonetary budget, 437, 438
t
nonprogrammed decision, 101
nonverbal communication, 377–379
norm conformity, 406–407
norm generalization, 406
norming stage of development, 400–401,
401
f
norms, defined, 405
norm variation, 406
North American Free Trade Agreement
(NAFTA), 56
O
obligation, creation of, 349
Occupational Safety and Health Act of 1970
(OSHA), 227
t
, 230
offshoring, 205–206
Ohio State studies of leadership behaviors,
332–333
openness, 266
open systems, 20
operating budget, 437, 438
t
operating ratios, 440
operational goal, 69
operational plans, 84–89
contingency, 86–89, 88
f
defined, 70
policy as, 85
t
, 86
program as, 85, 85
t
project as, 85, 85
t
rules and regulations as, 85
t
, 86
single-use, 85, 85
t
SOP (standing operating procedure) as,
85
t
, 86
standing, 85–86, 85
t
operations control, 434–436
defined, 430, 434
postaction control and, 436
preliminary control and, 434–435, 435
f
screening control and, 435, 435
f
operations management
defined, 18, 459
designing operations systems and, 461–465
nature of, 459–461
productivity and, 478–482
quality management and, 473–478
supply chain management and, 469–473
technology and, 465–469
operations systems, designing, 461–465
capacity and, 462
facilities and, 462–465
product-service mix and, 462
oral communication, 367
organic organization, 175
organization, 3
organizational behavior, 17
organizational behavior modification (OB
Mod), 307
organizational citizenship, 283
organizational commitment, 271
organizational communication, 369–370,
370
f
managing, 379–383
organizational complexity, coping with, 427
f
,
428
organizational culture, 56–58
defined, 56
determinants of, 57
importance of, 56–57
managing, 57–58
organizational goals, 68–69
purposes of, 68–69
types of, 68
f
, 69
organizational innovation, 209–214, 209
f
defined, 209
failure reasons for, 212–214
forms of, 210–212
process, 209–210, 209
f
organizational life cycle, 176
organizational opportunities, 73
f
, 74
organizational plans, 69–70
organizational size, 176
organizational strengths
defined, 72
evaluating, 72–74, 73
f
organizational threats, 73
f
, 74
organizational weaknesses
defined, 74
evaluating, 73
f
, 74
organization change
areas of, 201–209
to business processes, 202
t
, 204, 206, 207
f
defined, 194
forces for, 194–195
innovation and, 209–214, 209
f
managing, 195–201
nature of, 194–195
organization development and, 207–209
to people, attitudes, and behaviors, 202
t
,
203–204
planned
versus
reactive, 195
resistance to, overcoming, 198, 200–201,
201
f
resistance to, understanding, 197–198
steps in process of, 196, 197
f
to structure and design, 201–202, 202
t
to technology and operations, 202–203,
202
t
organization design
bureaucratic model of, 172–173
conglomerate (H-form), 178, 178
f
divisional (M-form), 179, 179
f
emerging issues in, 182–183
environment and, 175–176
forms of, 177–181
functional (U-form), 177–178, 177
f
hybrid, 181
learning, 182–183
life cycle and, 176–177
matrix, 179–181, 180
f
situational influences on, 173–177
size and, 176–177
team, 182
technology and, 174–175
virtual, 182
organization development, 207–209
assumptions, 207
defined, 207
effectiveness of, 208–209
techniques, 207–208
organization’s environments, 34–63
ethical environment, 43–46
general environment, 37–39
internal environment, 41–42
international environment, 51–56
organizational culture and, 56–58
social environment, 47–50, 47
f
task environment, 39–40, 41
f
organization structure
authority distribution and, 167, 169
coordination and, 170–172
departmentalization and, 164–166
elements of, 162–172
job specialization and, 162–164
reporting relationships, establishment of,
166–167
organizing
defined, 6–7
elements of, 162–172
management process and, 7
f
outcomes, expectancy theory and, 300–301
out-group, 344
Outliers
(Gladwell), 21
outsourcing, 477
overall cost leadership strategy, 75
owners, 41–42
P