Page 521 - Fundamentals of Management Myths Debunked (2017)_Flat

520 Index
Carter, Rob, 397 language as, 421e, 422, 424 multinational, 84, 85
Caterpillar, 100, 244 methods to overcome, 423–424, 423e transnational (borderless), 84, 85
Centaline, 409 national culture as, 421e, 422–423 cost leadership strategy, 163
centralization, 50, 193 selective perception as, 421–422, 421e Coty, 282
certainty, 125 communities of practice, 431 creative-thinking skills, 130
chain of command compensation, systems for, 238–240 creativity
dual, 201 competencies, managerial, 33 decision making and, 129–130, 134
explanation of, 188 competitive advantage, 163 development of, 135
Chandler, Alfred, 195 competitive intelligence, 173 explanation of, 129
Chanel, 282 competitive strategy, 163 factors that inhibit, 130
change. See also organizational change; compressed workweeks, 207 planning and, 156
organizational change resistance concentration, 162 crisis planning, 178
economic uncertainty and unpredictable, conceptual skills, 33 critical path, 492
64–65, 64e concurrent control, 453, 461, 463e cross-functional teams, 188, 323, 332
effects on organizations, 37–38 confirmation bias, 117, 117e Cucinelli, Brunello, 249
technological, 37, 261, 261e, 265 conflict Cult Beauty, 282
workforce, 262 strategies to handle, 496–497 cultural differences. See also diversity
Changqing, Lu, 76 on teams, 336–337 control adjustments based on, 458–459
channel, 418 conformity, in groups, 327, 330 decision making and, 128–129
charismatic leadership, 395–396 conscientiousness, 295, 296 Hofstede’s dimensions of, 87, 88
charismatic power, 211 consensus, 302 leadership and, 398–399, 399e
Chevron, 429 consistency, 302 management of global organizations and, 86–89
Chicago Cubs, 157 constraints, 268 motivation and, 366–367
China Zhongwang, 76, 77 The Container Store, 398 personality attributes and, 299–300
Cinemark, 75 contemporary management approaches, 53–54 team structure and, 339
Circuit City, 36 contingency approach, 54 culture. See also organizational culture
Cisco Systems, 122, 185 contingency theories of leadership descriptive, 66
Civil Rights Act of 1964, Title VII, 97, 98, 243 Fiedler’s, 388–390, 390e dimensions of, 66, 87
classical conditioning theory, 304 leader-participation model, 392, 392e perceived, 66
classical management approach, 50 path-goal theory, 393–394, 393e shared, 66, 73
Clinique, 282 situational, 390–392, 390e value chain management and, 485
Coca-Cola Company (Coke), 138, 187, 228, 482 contingent workers current ratio, 145, 145e
codes of ethics, 94–95 explanation of, 100, 207–208 customer service
coercive power, 210 motivation of, 368 communication and, 431–432
cognitive component, of attitude, 291 control importance of, 38, 158
cognitive dissonance, 292 balanced scorecard approach to, 457 as strategic weapon, 160, 161
cognitive dissonance theory, 292–293 comparing actual performance to planned
cohesiveness goals and, 450, 451e
group, 328–329, 329e concurrent, 453, 461, 463e D
team, 339 contemporary issues related to, 458–463, Dalgaard, Lars, 429
collaboration, technologically-aided, 333 461e, 463e data analytics, ethics of, 94. See also big data
collectivism cultural differences and, 458–459 data security, 45–46, 429
explanation of, 87, 88 of employee performance, 456, 468 Dave & Barry’s, 36
in-group, 88–89 entrepreneurs and, 510–511 Davis, Keith, 420
command explanation of, 31, 445 DDB Stockholm, 266
chain of, 188 feedback, 453, 457, 461, 463e debt to assets ratio, 145e, 146
unity of, 50, 189–190 feedforward, 453, 461 decentralization, 193
commitment, organizational, 291 financial, 454–455, 454e decisional roles, 32
communication importance of, 445–447 decision criteria, 114, 114e
current issues in, 428–433 of information, 455–456 decision making. See also problems; quantitative
customer service and, 431–432 measuring and, 447–450, 448e decision making
employee input and, 432, 432e performance correction and, 451–452 big data and, 131–132
from employees, 432 process of, 447–448, 448e bounded rationality in, 119–120
ethical issues in, 432–433 span of, 192–193 common errors in, 116–117, 117e, 122
explanation of, 417 timing of, 452–453, 452e conditions for, 125
face-to-face, 429 control issues creativity in, 129–130
grapevine method of, 419 cultural differences and, 458–459 cultural differences and, 128–129
Internet issues related to, 429–430 employee theft as, 460–461, 461e design thinking approach to, 131–132
knowledge management and, 430 privacy as, 460 group, 125–129
knowledge resources and, 430–431 technology and, 459 implementation following, 116
legal and security issues in, 429 workplace violence as, 462–463, 463e intuitive, 120–121, 120e, 121e
methods to facilitate, 423–424 controlling tool, 455 organizational culture and, 71, 71e
networked, 425–427 control process, 447, 448e problem identification and, 113–114
nonverbal, 419–420, 424 Cook, Tim, 33, 95 rational, 118–119
process of, 417–418, 418e Cooperative Printing, 297 structured and unstructured problems and, 122
resistance to, 266–267, 272, 272e core competencies, 160, 163 technology and, 121
styles of, 435–436 Cornell, Brian, 75 decision-making process. See also problems
technology and, 425–430 corporate rituals, 67 appraisal of outcome following, 116
wireless, 427 corporate social responsibility (CSR). See social choosing best alternative in, 116, 116e
written, 418–419 responsibility explanation of, 113, 113e
communication barriers corporate strategy. See also strategies identifying what is relevant in, 114
emotions as, 421e, 422, 424 explanation of, 162 weighing criteria and analyzing alternatives in,
filtering as, 421, 421e role of operations management in, 477 114–116, 114e, 115e
function of, 420, 421e corporations decisions
gender as, 421e, 422 global, 84, 85 implementation of, 116
information overload as, 421e, 422 multidomestic, 84, 85 managerial, 124–125, 124e