Page 526 - Fundamentals of Management Myths Debunked (2017)_Flat

Nestlé, 128, 483 management of, 266–267 ORION technology, 136–137 Index 525
Netflix, 76, 377, 468 reasons for, 267 over-confidence bias, 117, 117e
networked communication, 425–427 techniques to reduce, 267, 272, 272e overtalking, 436
network organizations, 202 organizational citizenship behavior, 290 Owen, Robert, 51
networks, development of, 42 organizational commitment, 291 Oxender, Monique, 105
New York Times poll, 60 organizational culture. See also culture
Nielsen Media Research, 265 decision making and, 71, 71e
Nike, 36, 178, 187 dimensions of, 66, 67 P
Nissan Motors, 59, 166, 450 employees and, 69, 73–74 Page, Larry, 200
Nokia, 262, 432, 490 explanation of, 66 Panera Bread, 39
nominal group technique, 127 innovation and, 275–276 paraphrasing, 435
Nomura Holdings, 104–105 in learning organizations, 205 parochialism, 86
nonmanagerial employees, 28. See also employees managers and, 69–71, 71e participating style, 391
nonprogrammed decisions, 124 method to identify, 73–74 participative leaders, 393
nonverbal communication, 419–420, 424 value chain management and, 484–485 part-time employment, 60
Nooyi, Indra, 401 organizational design Patel, Keyur, 206
norming stage, 324, 324e authority and responsibility and, 188–192, path-goal theory, 393–394, 393e
norms, in groups, 326 189e–192e Paychex, 243
North American Tool, 267 boundaryless, 200e, 202–203, 205 pay-for-performance programs,
Northrup Grumman Corporation, 489 centralization vs. decentralization and, 193, 370–371
not-for-profit organizations, 34 197–198 payoff matrices, 141–142, 141e, 142e
Nvidia, 453 challenges in, 203–208 Pella Corporation, 476, 477
contemporary, 199–200, 200e pension plans, 244
O departmentalization and, 186–188, 187e Penske Truck Leasing, 203
divisional structure, 198e, 199
PepsiCo, 138, 332, 401
objectives. See goals for entrepreneurial ventures, 507 perceived culture, 66
office of tomorrow, 428 explanation of, 185 perception
Ohio State University, 388 flexible work arrangements and, attribution theory and, 302–303, 302e
Oldham, Greg R., 359, 360 206–208, 212 explanation of, 273, 301, 301e
omnipotent view of management, 61 functional structure, 198e, 199 factors influencing, 301
on-the-job training, 235 global differences in, 203 selective, 304
open-book management, 193, 369 in learning organizations, 205 perceptual shortcuts, 303–304, 303e
open management, 193 matrix structure, 200e, 201–202, 201e performance. See also job performance
openness, 401 project structure, 200e, 201–202, 201e comparing planned goals to actual,
openness to experience, 295, 296 simple structure, 198–199, 198e 450, 451e
open systems, 52, 52e span of control and, 192–193 control of, 456, 468
operant conditioning, 304, 305 team structure, 200–201, 200e measurement of, 447–450, 448e
operating ratios, 145e, 146 technology and, 196, 197, 197e method to correct actual, 451–452
operational business plan, 504–505 traditional, 198–199, 198e performance orientation, 89
Operation HoneyStick (Symantec), 46 variables affecting choice of, 194–196, 194e performance-simulation tests, 230
Operations Center East (OCE) (Visa), 467 work specialization and, 185–186, 186e performing stage, 324, 324e
operations management. See also value chain organizational development (OD), 265–266 persistence, motivation and, 353
management (VCM) organizational performance, 157 personal appearance, 225
contemporary issues in, 486–494, 488e, organizational processes, 483 personality
491e–494e organizational stakeholders, management of, 65, Big Five model of, 295–296, 299
corporate strategy and, 477 68, 68e cultural differences and, 299–300
explanation of, 475, 475e organizational structure. See organizational design; emotional intelligence and, 296–297, 313
productivity and, 476, 477 structure of entrepreneurs, 508
service and manufacturing firms and, organization orientation, 233 explanation of, 294
475–476 organizations. See also global organizations managerial efficiency and understanding, 300
technology and, 486–487 boundaryless, 200e, 202–203, 205 matching jobs to, 298–299, 299e
opportunities, 160, 268 characteristics of, 27, 27e Myers-Briggs Type Indicator of, 294–295
oral reports, 448–449 downturns in, 510 predicting work-related behaviors and,
order, 50 explanation of, 27 297–298
organic organizations, 194e, 195 learning, 204–205, 205e proactive, 508
organizational behavior (OB) levels in, 33–34 type A, 270
dealing with negative, 309–310 manufacturing, 476 type B, 270
explanation of, 51, 289 mechanistic, 194e, 195 personality-job fit (Holland), 298–299, 299e
focus of, 185, 289 network, 202 personal observation, 447–448
generational differences and, 308–309, 309e not-for-profit, 34 PERT network analysis, 492–494,
goals of, 290 as open system, 52, 52e 493e, 494e
organizational change organic, 194e, 195 Pfizer, 214, 483
“calm waters” metaphor for, 263–264 for profit, 34 Phat Farm, 503
catalysts of, 263 service, 84, 86 Pizza Hut, 370
categories of, 261, 261e size of, 34–35 planning. See also strategic management
employee stress and, 268–271, 269e (See also societal expectations of, 89–92 approaches to, 170–171
stress) sustainability in, 40 benefits of, 155
explanation of, 261 transformation process in, 476 contingency factors in, 170
external forces and, 262 virtual, 202 criticisms of, 156–157, 156e
implementation of planned, 265–266 organizing, 31 decision making and, 118, 118e
internal forces and, 262–263 orientation directional, 169
research on, 264 future, 88 in dynamic environments, 172
technology and, 37, 204, 261, 261e, 265 humane, 89 for entrepreneurial ventures,
three-step process of, 263, 264e long-term vs. short-term, 87 504–506
“white-water rapids” metaphor for, 265 new-employee, 232–233 environmental scanning and, 173
organizational change resistance performance, 89 explanation of, 31, 155