annie mckee - gbv · a focus on leaders annie mckee teleos leadership institute ... great leaders...

A Focus on Leaders

Annie McKeeTeleos Leadership Institute

Prentice Hall

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ContentsThe World Has Changed (pg. xxi)Acknowledgments (pg. xxxi)About the Author (pg. 1)

Chapter 1: Managing and Leading Today:The New Rules (pg 2)

Why Do Managers Have to Be Leaders? (pg. 4)

Today, Everyone Needs to Be a Leader (pg, 4)

What Being a Leader Means for You (pg. 4)

PERSPECTIVES: Dolores Bernardo (pg, 5)

What Is the Difference between a Manager and a

Leader? (pg. 7)

PERSPECTIVES: John Fry (pg. 7)

Traditional Views of Managers and Leaders (pg. 8)

What Managers Actually Do (pg. 9)

PERSPECTIVES: Jill Guindon-Nasir (pg, 11)

What Is the Other Side of the LeadershipCoin? (pg. 11)A Final Word: Changing World, ChangingExpectations of Managers and Leaders (pg. 13)

KEY TERMS (pg, 14)

VISUAL SUMMARY (pg. 15)

Chapter 2: The Leadership Imperative:It'S Up TO YOU (pg. 16)

Leadership: Whose Responsibility Is It? (pg 18)

We All Need to Become Great Leaders (pg. 18)

PERSPECTIVES: Lawton Fitt (pg.19)

Leadership Is Learned (pg. 19)

What Is the Secret to Effective Leadership? (pg, 20)

Competencies Explained (pg. 20)

Five Components of Competencies (pg, 21)

Threshold and Differentiating Competencies (pg. 21)

Technical, Cognitive, and RelationalCompetencies (pg. 22)

Competency Models (pg. 22)

Social and Emotional Competencies and ResonantLeadership (pg. 22)

Self-Awareness: The Foundation of Social andEmotional Intelligence (pg. 24)

What Is the Secret to Influential Leadership? (pg. 25)

Sources of Power Exist in Different Forms (pg. 26)

Empowerment (pg. 27)

Empowered Empioyees and EmpoweringOrganizations (pg, 27)

STUDENT'S CHOICE: Big City Leader in aSmall-Town Plant (pg. 28)

Empowerment and Theories X, Y, and Z (pg. 29)

The Empowerment Movement Today (pg. 29)

viii

What Is the Secret to ResponsibleLeadership? (pg. 30)

Developing Values and Ethics (pg. 30)

Levels of Ethics (pg. 31)

Individual Ethics (pg. 31)

Professional Ethics (pg. 32)

Organizational Ethics (pg. 32)

Societal Ethics (pg. 32)

Business Ethics: It's Complicated (pg. 33)

Ethics in Business and the Role of Law (pg. 33)

Laws Often Follow Ethical Violations (pg. 33)

When Laws Force People to Change: The

International Anticorruption and Good Governance

Act of 2000 (pg. 34)

Dealing with Ethical Dilemmas at Work (pg. 34)

BUSINESS CASE: Washington Post: A Lesson of

Lasting Impact (pg, 35)

Defining Ethics through Leadership (pg. 35)

How to Handle Everyday Decisions Ethically (pg. 36)

What Happens When It Goes Wrong: The Slippery

Slope (pg, 36)

Rationalizing Unethical Behavior (pg. 37)

When All Is Said and Done, Ethical Behavior Is Up to

You (pg. 38)

How Do Theories and Models Explain Management

and Leadership? (pg. 39)

Trait Theories of Leadership (pg. 39)

Behavior Models and Approaches to

Leadership (pg, 40)

Ohio State Studies: Consideration and Initiating

Structure (pg. 40)

University of Michigan Studies: Production- and

Employee-Oriented Behavior (pg, 40)

Leadership Grid (pg. 41)

Contingency Approaches to Leadership (pg, 42)

Fiedler's Contingency Theory (pg. 42)

Situational Leadership Theory (pg. 42)

Path-Goal Theory (pg, 43)

Leader Substitutes Model (pg. 43)

The Study of Leadership Continues (pg. 43)

Is It Time to Take a Stand for Transformational

Leadership? (pg. 44)

What Is HR's Role in Supporting Excellent and

Ethical Leadership? (pg 45)

The HR Cycle (pg. 45)

Ethical Leadership Development (pg. 46)

HR's Leadership Roles (pg, 47)

Whistle-Blower Protection (pg. 48)

CONTENTS IX

What Can We All Do to Become Great Leaders? (pg. 48)

Self-Aware Leaders Are Authentic (pg, 49)

Self-Aware Leaders Inspire Trust (pg. 50)

Inspirational Leaders: Integrity, Courage, and Ethical

Leadership (pg, 50)

A Final Word on Leadership (pg.51)

KEY TERMS (pg, 52)


Chapter 3: Motivation and Meaning:What Makes People Want to Work? (Pg 56)

What Is Motivation? (pg. 58)

What Makes Work Meaningful? (pg. 58)

The Flow Experience (pg. 59)

Motivation: It's Up to You (pg, 60)

PERSPECTIVES: Bonaventure Agata (pg, 60)

Great Leaders Inspire and Motivate Us (pg. 60)

What Is the Link between Motivation and

Psychology? (pg.6i)

Intrinsic Motivation (pg. 62)

Extrinsic Motivation (pg, 62)

BUSINESS CASE: Google: Motivations for

Innovation (pg. 63)

'- Locus of Control (pg. 63)

Motivation and the Big Five Dimensions ofPersonality (pg, 64)

Which Theories of Motivation Are Important toKnow? (pg, 65)

What Are Basic and Higher-Order Needs Theoriesof Motivation? (pg 66)

Hierarchy of Needs (pg. 67)

ERG Theory (pg, 67)

Two-Factor Theory (pg. 68)

Why Are the Three-Needs, Equity, Expectancy, and

Goal-Setting Theories Popular? (pg, 69)

Three-Needs Theory (pg, 69)

Need for Achievement (pg. 69)

Need for Affiliation (pg, 70)

Need for Power (pg. 70)

Personalized versus Socialized Power (pg, 71)

Socialized Power, Prosocial Behavior, and

Ubuntu (pg. 71)

Measuring Needs for Achievement, Affiliation, and

Power (pg. 71)

Equity Theory (pg. 72)

Equity Theory and Cognitive Dissonance (pg. 73)

Is Equity Theory Relevant Today? (pg. 73)

Restoring Equity: What Managers Can Do (pg. 74)

Expectancy Theory (pg. 75)

Goal-Setting Theory (pg. 76)

Smart Goals (pg. 77)

"Doing" and "Being" Goals (pg, 77)

What Are Learning Theories? (pg. 78)

Operant Conditioning Theory (pg, 78)

Positive Reinforcement (pg, 78)

Punishment (pg, 79)

"What Did I Do Wrong?" (pg. 79)

"Why Me?" (pg. 79)

"I Must Be an Awful Person." (pg. 80)

"I Can't Believe My Manager Did That in Front of

Everyone." (pg. 80)

Operant Conditioning: Does It Really Work? (pg. 80)

Social Learning Theory (pg, 81)

Vicarious Learning: The Bobo Doll Experiment (pg, 81)

Self-Reinforcement: Don't Wait for Others to Reward

You (pg. 82)

Self-Efficacy (pg. 82)

How Can We Integrate Theories ofMotivation? (pg. 83)

STUDENT'S CHOICE: Lance Armstrong andLIVESTRONG (pg. 83)

What Role Does HR Play in Motivation? (pg 84)

Compensation and Reward Programs (pg, 84)

The Job Characteristics Model (pg. 85)

What Can We All Do about Motivation? (pg 86)

Self-Awareness and Motivation (pg, 87)

Empathy and Motivation (pg. 87)

A Final Word on Motivation and Meaning at

Work (pg. 88)

KEY TERMS (pg. 88)


Chapter 4: Communication: The Key toResonant Relationships (Pg.94)

Why Is Communication Central to EffectiveRelationships at Work? (pg. 96)

PERSPECTIVES: Karen Lombardo (pg. 96)

How Do Humans Communicate? (pg. 97)

Language: Our Human Specialty (pg. 97)

Verbal and Sign Language (pg. 98)

Written Language (pg. 99)

Denotation and Connotation (pg, 100)

Nonverbal Communication: Our Bodies, Our

Voices, and Pacing (pg. 100)

Body Language (pg. 101)Vocal Intonation, Volume, and Pacing inCommunication (pg, 101)

How Do We Communicate and InterpretSophisticated Information? (pg. 102)

Expressing Emotions: How NonverbalBehavior Gives Us Away When It Comes toFeelings (pg. 102)

A Sophisticated Skill: Interpreting Emotions,Opinions, and Facts at Work (pg, 103)

CONTENTS

How We Manage Our Image throughCommunication (pg. 103)

Saving Face (pg. 103)

A Strategy for Saving Face and Keeping RelationshipsHealthy (pg. 104)

Making Sense of Information (pg. 104)

What Is the Interpersonal Communication

Process? (pg, 106)

Models of Communication (pg. 107)

The Shannon-Weaver Model of Communication (pg. 107)

The Schramm Model of Communication (pg. 107)

The Berlo Model of Communication (pg. 107)

Effective and Efficient Communication (pg, 108)

Choosing "Rich" or "Lean" Communication

Channels (pg. 108)

How Do We Use Information Technology to

Communicate at Work? (pg. 110)

E-Mail and Text Messaging (pg. 11 o)

Web Conferencing and Videoconferencing (pg. 11 o)

BUSINESS CASE: IBM: IBM and Second

Life (pg. 111)What Are Common Barriers to EffectiveCommunication? (pg. 112)

When Language Gets in the Way ofCommunication (pg. 112)

Dialects (pg. 112)

Jargon: A Shortcut to Communication That CanBackfire (pg, 113)

Poor Communication: It Happens Too Often! (pg. 114)

Selective Perception and Stereotyping: The

Enemies of Communication (pg. 114)

The Interaction of Communication and Power (pg. 115)

Why Is It Challenging to Communicate in a SociallyDiverse World? (pg. 116)

Communication and Culture (pg. 116)

Nonverbal Behavior in Cross-Cultural

Communication (pg. 116)

Communication in High-Context and Low-Context

Cultures (pg, 117)

Yes, Men and Women Communicate

Differently (pg.H7)

Communication and the Age Factor (pg. 118)What Is Organizational Communication? (pg. 119)

Direction of Communication Flow (pg. 119)

STUDENT'S CHOICE: Anthony Idle and Liberty

Building Systems (pg. 120)

Organizational Communication Networks (pg. 121)

Formal vs. Informal Communication (pg. 122)

PERSPECTIVES: Peter Oliver (pg. 123)

What Every Manager Deals with Sooner or Later:

Crisis Communication (pg, 124)

The Power of Storytelling (pg, 125)

What Can HR Do to Ensure EffectiveCommunication and Resonant Relationshipsin Organizations? (pg, 126)

Communicating Labor Laws (pg. 127)

Gathering and Communicating EmployeeEngagement Information (pg. 127)

What Can We All Do to Improve Communicationand Build Resonant Relationships atWork? (pg, 128)

A Few Basic Rules for Sending Clear and PowerfulMessages (pg. 129)

When to Break the Rules (pg, 129)

A Final Word on Communication and

Leadership (pg. 131)

KEY TERMS (pg. 132)


Chapter 5: Planning and Strategy:Bringing the Vision to Life (pg. 136)

How Do People Plan for the Future? (pg. 138)

Planning Defined (pg. 138)

Exploring How People Think about and Plan for theFuture (pg. 139)

Goal-Oriented Planning (pg. 139)

Directional Planning (pg, 139)

Action-Oriented Planning (pg. 140)

What Does Planning Look Like in

Organizations? (pg. 141)

Plans: More Than Goals and Metrics (pg, 141)

Types of Plans Used in Organizations (pg. 142)

How Do You Plan in Uncertain Times? (pg 143)

Creating Plans That Can Change: A Modular

Approach (pg. 144)

Goals, Subgoals, Milestones, and Action Steps:

Mapping the Journey to Your Destination (pg, 144)

Modular Planning: What We Can Learn from

Blackjack (pg. 145)

Scenario Planning (pg. 146)

What Is a Mission? Why Does Vision Matter? (pg 147)

PERSPECTIVES: Luis Ottiey (pg. 147)

Mission Clarity Leads to Better Choices (pg. 147)

Vision: Our Highest Aspiration (pg. 149)

What Is Strategy? (pg 150)

Strategy Links Mission, Vision, Goals, andActions (pg. 150)

BUSINESS CASE: 3M: Investing in the

Future (pg. 150)

Types of Strategies (pg. 151)

Corporate Strategies (pg. 152)

Business Strategies (pg. 155)

Functional Strategies (pg. 156)

CONTENTS XI

What Needs to Be Considered in a StrategicPlanning Process? (pg. 156)

Environmental Scanning (pg, 157)

Economic Environment (pg. 157)

Socioculturai Environment (pg. 157)

Legal and Tax Environment (pg, 157)

Political Environment (pg, 158)

Technological Environment (pg. 158)

Natural Environment (pg. 158)

Last but Not Least: The Industry Environment (pg. 159)

Stakeholder Analysis (pg. 159)

STUDENT'S CHOICE: FreshDirect: Great Service

Is Only a Click Away (pg. 160)

What Are the Steps in the Strategic Planning

Process? (pg.161)

Step 1: Review or Evaluate Mission, Vision, Goals,

and Strategies (pg. 162)

Steps 2 and 3: Conduct Internal and External

Analyses (pg. 162)

SWOT Analysis: A Popular Approach to Internal and

External Analysis (pg, 162)

Drawbacks of SWOT Analysis (pg, 163)

Step 4: Craft Strategies (pg 163)

The BCG Matrix: One Way to "See" a

Business (pg. 164)

Drawbacks of the BCG Matrix (pg. 164)

Steps 5 and 6: Implement ancLEvaluate

Strategies (pg. 165)

Implementing Plan Is Sometimes Called

"Execution" (pg, 165)

Evaluation and "Must-Wins" (pg. 165)

What Is HR's Role in Planning and Strategy? (pg. 166)

Recruiting Employees (pg. 166)

Selecting the "Right" Employees (pg. 167)

Succession Planning (pg. w )

Workforce Growth and Reductions (pg. 167)

What Can We All Do to Support Effective Strategic

Planning? (pg. 169)Pattern Recognition: A Key Element of StrategicPlanning (pg. 169)

Developing a Personal Vision (pg, 170)

A Final Word on Planning and Strategy (pg. 171)

KEY TERMS (pg.172)


Chapter 6: The Human Side of Planning:Decision Making and Critical Thinking (pg. 176)

What Is Decision Making? (pg. 178)

Decision Making Defined (pg. 178)

Types of Decisions (pg. 178)

STUDENT'S CHOICE: Tackling the Big Issues atAntares (pg, 180)

How Do Cognitive and Emotional Processes AffectDecision Making? (pg. 181)

Reason and Logic in Decision Making (pg. 182)Cognitive Processing: Perceptions Impact How WeUnderstand Information (pg. T82)

Schemas: The Brain's Filing System forInformation (pg. 182)

Stereotypes (pg. 183)

The Halo Effect (pg. 184)

Emotions: A Legitimate and Important Part ofDecision Making (pg. 185)

Intuition in Decision Making (pg. 186)How Can You Apply a Systematic Approach toMaking Decisions? (pg 187)

Step 1: Identify the Problem (pg. 188)

Step 2: Establish the Decision Criteria (pg, 189)

Step 3: Allocate Weights to Decision

Criteria (pg. 190) '

Step 4: List Alternatives (pg. 190)

Step 5: Analyze Alternatives (pg. 191)

Step 6: Choose an Alternative (pg. 192)

Step 7: Implement the Decision (pg. 192)

Step 8: Evaluate the Decision (pg. 193)How Can People Make Good Decisions withIncomplete Information? (pg. 194)

Bounded Rationality (pg. 194)

PERSPECTIVES: Gavin Patterson (pg. 195)

80/20 Rule (pg. 196)

How Can You Improve Your Critical Thinking Skillsand Make Better Decisions? (pg, 197)

Critical Thinking Defined (pg. 197)

BUSINESS CASE: Wikipedia: Critical ThinkingRequired (pg. 198)

Critical Thinking Errors and How to Avoid ThinkingTraps (pg. 199)

What Can HR Do to Support Good Decision Makingand Critical Thinking? (pg. 201)

Brainstorming (pg. 202)

The Delphi Technique (pg. 202)What Can We All Do to Improve Critical Thinkingand Decision Making? (pg 203)

Mindfulness: The Secret to Conscious DecisionMaking (pg. 203)

Double-Loop Learning (pg. 204)

A Final Word on Decision Making and Critical

Thinking (pg. 205)

KEY TERMS (pg. 206)


XII CONTENTS

Chapter 7: Change: A Focus on Adaptabilityand Resiliency (pg. 210)

What Is Change and How Do You React to It? (pg. 212)

Change: What It Means to You (pg. 212)

Change Is Constant (pg, 213)

Why Do Organizations Change? (pg. 214)

STUDENT'S CHOICE: Patagonia (pg. 215)

When Social Changes Come to Work: Diversity,

Inclusion, and Change (pg. 216)

Gender, Ethnicity, and Pay (pg, 217)

Age Demographics and Change (pg, 217)

Shifts in the World's Economies (pg, 218)

What Is the Difference between Incremental and

Transformational Change? (pg. 220)

Revolutionary and Evolutionary Change: "Slow" Is

Not Always Better (pg. 221)

Incremental Changes That Led to a Worldwide

Financial Crisis (pg. 221)The Long Story Leading to a GlobalRecession (pg, 222)

Maybe No One Noticed There Was a Problem (pg. 222)

Which Models Can Help Us Understand

Change? (pg, 224)

Lewin's Force Field Analysis Model of Change (pg, 224)

Consider the Context: The "Whole Picture" (pg. 225)

Consider the Power of Culture (pg. 227)

Studying a System Changes the System (pg. 227)

Change Is Constant: The Permanent White-Water

Metaphor (pg, 227)

What Practical Models Can Help Us ManageChange in Organizations? (pg. 228)

Kotter's Eight-Stage Change Model (pg, 228)Kotter Stages 1 through 5: Preparing forChange (pg. 228)

Kotter Stage 1 (pg. 228)

Kotter Stage 2 (pg, 230)




Kotter Stages 6 through 8: Change (pg. 231)




Gregory Shea's Work Systems Model (pg, 231)Shea's Levers of Change in the Work SystemModel (pg, 232)

Shea on How to Choose What to Change (pg, 233)

How Do People Change? (pg, 235)

Change: It Is Not Always Easy for People (pg. 235)

The Psychology and Neuropsychology of Individual

Change (pg. 235)

Intentional Change (pg. 236)

PERSPECTIVES: Mark McCord-Amasis (pg. 237)

Leading Change in Groups, Organizations,and Communities (pg. 238)

Gestalt Cycle of Experience Applied to Change (pg, 238)The Gestalt Cycle of Experience and Change inGroups, Organizations, and Communities (pg, 239)The Gestalt Cycle of Experience: It Works for GroupsEven When Controversial Changes Need to BeExplored (pg. 240)

BUSINESS CASE: Cambodia: Combatting theSpread of HIV (pg. 241)

What Can HR Do to Foster Effective Change? (pg 242)

Organization Development Defined (pg. 242)

Action Research (pg. 243)

Leadership Competency Development and

Change (pg, 243)

What Can We All Do to Support Change? (pg. 244)

Become a Change Agent (pg, 245)

Caring for Others During Change: Empathy,

Inspiration, and Managing Resistance (pg. 245)

Facing Change with Courage (pg, 246)

STUDENT'S CHOICE: Horses as Healers (pg. 247)

A Final Word on Change (pg 248)

KEY TERMS (pg, 249)


Chapter 8: Workplace Essentials:Creativity, Innovation, and a Spiritof Entrepreheurship (Pg.252)

Why Are Creativity, Innovation, andEntrepreneurship at the Heart of Business? (pg. 254)

Hypercompetition (pg. 254)

Adopt a Long-Term Outlook and EmbraceInnovation (pg. 254)

PERSPECTIVES: Joe Steier (pg, 255)

What Is Creativity? (pg, 256)

Creativity Defined (pg, 256)

Convergent and Divergent Thinking (pg. 257)

The Left vs. Right Brain Myth (pg. 257)

The Neuroscience of Creativity: Thinking and

Feeling (pg. 258)

How Can We Encourage Creativity at Work? (pg 259)

Developing a Culture Where Creativity is

Valued (pg. 259)

"The Weird Rules of Creativity" (pg. 260)

What Is Innovation and Why Is It Important? (pg. 262)

STUDENT'S CHOICE: Innovation:It's Everywhere (pg. 262)Innovation: What It Looks Like in the World ofBusiness (pg, 263)

BUSINESS CASE: Seventh Generation: Innovationand a Long-term View (pg. 264)

Most Innovative Companies and Products (pg. 265)

CONTENTS XIII

How Can We Foster Innovation in People andCompanies? (pg. 267)

PERSPECTIVES: Dato' Nooraishah AhmadTajudiin (pg. 267)

Structures That Promote Innovation (pg. 268)

Skunk Works™ (pg. 268)

Idea Incubators (pg. 269)

Innovative Divisions Outside an Organization'sBureaucratic Hierarchy (pg. 269)

What Is Entrepreneurship? (pg. 270)

The Importance of Small Businesses in OurEconomies (pg. 271) •

STUDENT'S CHOICE: Cooperatives inZambia "(pg, 271)

Profile of an Entrepreneur (pg, 273)

Social Entrepreneurship (pg, 274)

How Does a New Business Get Started? (pg. 274)

Questions to Ask When Starting a

Business (pg, 275)

Writing a Business Plan (pg, 276)

Where Does the Money Come From? (pg. 277)

The Life Cycle of a Start-Up Business (pg. 277)

Stage 1: Start-Up (pg, 277)

Stage 2: Growth (pg, 278)

Stage 3: Maturity (pg. 278)

Stage 4: Decline or Renewal (pg. 278)

How to Avoid Common Pitfalls'and Succeed as an

Entrepreneur (pg. 279)

Good Leadership and Management Will Result in

Success (pg. 279)

Develop Your Employees (pg. 279)

Remember Your Business Plan and Understand Your

Finances (pg. 280)

Stay Flexible (pg, 280)

Manage Growth and Measure Success (pg. 280)

Marketing Matters (pg. 280)

Focus on Customer Service (pg. 280)

Be a Good Community Member (pg. 281)BUSINESS CASE: R&R Health and FitnessCenter: Kathleen and Rhett Reddell (pg. 281)

What Is Intrepreneurship? (pg. 282)

Intrepreneurship: How It Works in a Health CareCompany (pg, 282)

PERSPECTIVES: Joe Steier (pg, 282)

Building Support for Ideas (pg. 283)

What Is HR's Role in Supporting Creativity,Innovation, and Entrepreneurship? (pg 284)

Laws and Regulations That Entrepreneurs MustUnderstand (pg. 284)

Minimize Bureaucracy to Support Creativity andInnovations (pg. 285)

What Can We All Do to Be More Creative,Innovative, and Entrepreneurial? (pg. 285)

Becoming More Creative (pg. 285)

Thinking Outside the Box (pg. 286)

A Final Word on Creativity, Innovation, and

Entrepreneurship (pg. 287)

KEY TERMS (pg. 288)


Chapter 9: Organizing for a Complex World:Structure and Design (Pg 292)

Why Study Organizational Structure? (pg. 294)

How Do Traditional Concepts Affect Our Views

about Organizational Structure Today? (pg. 294)

Hierarchy in Organizational Structures (pg. 295)

Authority (pg. 296)

Responsibility (pg. 297)

Accountability (pg. 297)

Span of Controlin Organizational Structures (pg. 297)Centralization of Decision Making in OrganizationalStructures (pg. 298)

What Is an Organizational Chart? (pg 299)How Can We "See" Organizations and TheirStructures in Nontraditional Ways? (pg. 301)

Open Systems Theory: No Organization Is anIsland (pg, 301)

Organizations Are Naturally Open to Their• Environments (pg, 301)

Understanding Open Systems and ComplexIssues (pg. 303)

STUDENT'S CHOICE: Organizing to FightMalaria (pg. 303)

Mechanistic and Organic Organizations (pg. 304)Gareth Morgan's Metaphors forOrganizations (pg, 305)

Organizations as Spiders and Starfish (pg. 305)How Are Organizations Classified and LegallyStructured? (pg. 308)

Common Forms of Ownership (pg. 310)

Sole Proprietorship (pg. 310)

Partnership (pg, 311)

Corporation (pg. 311)

How Corporations and Partnerships Can BeStructured Legally: S Corporations and LLCs (pg. 312)

Structural and Legal Relationships with OutsideEntities (pg, 312)

Cooperative Contracts (pg. 312)

Licensing Agreements (pg. 313)

Franchising (pg. 313)

Wholly Owned Affiliates (pg. 314)

Strategic Alliances (pg. 314)

XIV CONTENTS

What Are Common Contemporary Organizational

Structures? (pg. 315)

"Tall" and "Flat" Organizational Structures (pg. 316)

BUSINESS CASE: IDEO: Empowering

Employees (pg, 311)

Departmentalization and Organizational Structure (pg. 318)

Divisional Structures (pg, 318)

Functional Departmentalization (pg. 319)

Product Departmentalization (pg. 319)

Process Departmentalization (pg. 319)

Customer Departmentalization (pg. 320)

Geographic Departmentalization (pg, 320)

Matrix Strucfure (pg, 320)

Hybrid Structure (pg. 321)

Networked Organizational Structures and Power

Dynamics (pg. 322)

How Is Work Structured? (pg 323)

Tasks (pg. 324)

Jobs (pg.324)

What Factors Affect the Design of Organizational

Structures? (pg. 325)

The Relationship between Structure and

Strategy (pg. 325)

Structure Follows Strategy (og. 325)

Strategy Can Be Determined by Structure (pg. 325)

Structure and Strategy: An Iterative Process (pg, 326)

The External Environment (pg, 326)

Technology (pg. 327)

Company Size and Geography (pg. 327)

Company Size (pg, 327)

Geography (pg. 327)

Organizational Design: It's Not Always

Deliberate! (pg, 328)

What Is HR's Role in Organizational Design and

Structure? (pg. 329)

Job Analysis (pg, 329)

What Can W e All Do to Work Effectively within Our

Organizations' Structures? (pg.330)

Managing and Leading the Informal

Organization (pg. 330)

PERSPECTIVES: Carol de Wet (pg. 331)

Managing "Up" (pg. 332)

A Final Word on Organizational Structure (pg 333)

KEY T E R M S (pg. 333)

VISUAL S U M M A R Y (pg. 336)

Chapter 10: Teams and Team Building:

How to Work Effectively with Others <pg 338)Why Do Leaders Need Teams? (pg 340)

BUSINESS CASE: Charles H. Ramsey:

Philadelphia Police Commissioiner Charles H. ^

Ramsey on Leadership (pg. 340)

Groups and Teams: Where We Learn, Live, andWork (pg. 341)

Groups Are Mysterious (pg, 341)

How Does Leadership Behavior Affect Group

Dynamics? (pg. 342)

How Do Groups Change over Time? (pg 344)

Bruce Tuckman's Model of Group

Development (pg. 344)

Stage 1: Forming (pg. 344)

Stage 2: Storming (pg. 344)

Stage 3: Norming (pg. 344)

Stage 4: Performing (pg, 344)

Stage 5: Adjourning (pg, 345)

Susan Wheelan's Integrated Model of Group

Development (pg. 345)

Stage 1: Dependency and Inclusion (pg, 345)

Stage 2: Conflict and Counterdependence (pg, 345)

Stage 3: Trust and Structure (pg. 347)

Stage 4: Productivity and Work (pg, 347)

Stage 5: Termination (pg, 347)

Group Development: A Useful but Limited

Way to Explain What Happens in

Groups (pg. 347)

How Do Group Dynamics Impact Team

Effectiveness? (pg 349)

Group Roles (pg. 349)

How Roles Develop in Groups (pg. 350)

Stanford Prison Experiment (pg. 350)

Group Norms (pg. 351)

Group Norms Need to Be Explicit (pg. 351)

Emotional Intelligence and Group Norms (pg. 352) *

PERSPECTIVES: Charles H. Ramsey (pg. 352)

Status and Power in Groups (pg. 353)

Social Status (pg. 354)

How We "Get" Social Status (pg. 354)

Status and Influence in Groups (pg. 354)

Personal Power in Groups (pg, 355)

Power and Influence in a Leaderless Group (pg, 355)

Diversity Is a Group Dynamic (pg, 356)

We Differ in How We Take In and Process

Information (pg, 356)

Personality Tests Can Help Us Understand

Diversity (pg. 356)

David Kolb's Learning Styles (pg. 357)

Paradoxes of Group Life (pg, 358)

How Do Teams Function at Work? (pg. 359)

Describing Work Teams (pg. 359)

Self-Directed Work Teams (pg. 359)

High-Performance Teams (pg. 360)

STUDENT'S CHOICE: Mark Arnoldy-

GlobeMed (pg.36i)

CONTENTS xv

How Can We Deal with the Challenges of Workingin Groups? (pg. 362)

The Big Six Challenges We Face in Groups (pg. 362)

Membership (pg, 362)

Participation (pg. 362)

Communication (pg. 363)

Influence (pg. 363)

Social Loafing (pg, 364)

Emotions (pg. 364)

Conformity and Groupthink (pg, 364)

Avoiding Dysfunctional Conformity in Groups (pg. 365)

What Role Does Conflict Play in Groups? (pg 366)

Functional and Dysfunctional Conflict (pg. 366)

Sources of Conflict (pg. 366) "

Trust: The Basis for All Conflict Resolution

Strategies (pg, 368)

Conflict Management: Negotiating to Find

the Win-Win (pg. 368)

How Can HR Support Effective Team

Performance? (pg 369)

Focus on Teams: HR's Contributions (pg. 369)

Resonant Team Building (pg. 369)

Resonant Team Building: Getting Started (pg. 369)

Resonant Team Building: Visioning (pg. 370)

What Can We All Do to Create and Sustain

Resonant Teams? (pg. 370)

Listening to What People Actually Say (pg. 371)

Active Listening (pg, 371)

Leading a Resonant Team (pg. 372)

A Final Word on Teams and Team Building (pg 373)

KEY TERMS (pg. 374)

VISUAL SUMMARY (pg, 375)

Chapter 11: Working in a Virtual World:Technology as a Way of Life (pg. 378)

How Do Advances in Information andCommunication Technologies Change Life andWork? (pg. 380)

The Winning Formula: ICTs + People = Successful

Communication and Information Sharing (pg. 380)

Sociotechnical Systems Theory (pg. 381)

ICTs and Working in a Virtual World (pg. 381)

How Did Technology Affect Life and Work during theIndustrial Revolutions? (pg 382)

Technology and the First Industrial Revolution (pg, 382)Technology and the Second IndustrialRevolution (pg. 383)

Africa, India, South America, and China during theEra of Western Industrialization (pg. 384)

Africa during the Era of Industrialization (pg. 384)

India during the Era of Industrialization (pg. 385)

South America during the Era ofIndustrialization (pg, 385)

China during the Era of Industrialization (pg, 386)

The World Economic Stage as Western

Industrialization Waned (pg. 386)

The Post-Industrial Society and the Third Industrial

Revolution (pg. 387)

Information + Communications Technology =

Profound Social Change (pg, 387)

Social Change = Changes at Work (pg. 388)

Job Migration (pg, 388)

Global Logistics (pg, 388)

How Have Computing and TelecommunicationTechnologies Evolved? (pg. 389)

Computing Technology: From a U.S. DefenseStrategy to Web 2.0 (pg. 389)The Internet, Intranets, Extranets, and the"Cloud" (pg. 390)

The Evolution of Telecommunications (pg. 391)

How Do People Use ICTs at Work? (pg 392)

E-Mail (pg. 392)

PERSPECTIVES: Rachel Kamau (pg. 393)

Text Messages (pg, 394)

Using Emoticons (pg. 394)

Teleconferences, Videoconferences, and Web

Conferencing (pg. 394)

Groupware (pg, 395)

Social Networks (pg. 396)

Putting It All Together: When Business Goes

Multimedia (pg, 396)

PERSPECTIVES: Sheila Robinson (pg, 396)

Where and How Is Virtual Work

Conducted? (pg. 397)

Telecommuting (pg. 398)

The Hybrid Worker (pg. 399)

Virtual Teams (pg. 399)

Making Virtual Teams More Effective (pg. 399)

Trust and Accountability in Virtual Teams (pg, 400)

What Is a Virtual Organization? (pg. 401)

BUSINESS CASE: Avon: Ahead of Its

Time (pg. 402)

Components of Virtual Organizations (pg. 402)

Models of Virtual Organizations (pg. 403)

Traditional Organizations Are Evolving to Better Use

and Offer Virtual Services (pg, 404)

The Evolution of Virtual Banking (pg, 404)

STUDENT'S CHOICE: Using the Internet

to Change Lives: One Entrepreneur at a

Time (pg, 405)

The Evolution of Virtual Consumer Sales (pg. 406)

The Evolution of Virtual Education andTraining (pg, 406)

XVI CONTENTS

What Are the Challenges of Working in a Virtual

World? (pg.4O8)

The Challenges of the 24/7 Virtual Work

World (pg.4O8)

Technology and Information Overload (pg, 408)

The Challenge of Knowledge Management (pg, 409)

What Can HR Do to Support Virtual Work? (pg 411)

The Privacy Question: HR's Role in Monitoring

Employee Electronic Communications (pg,4iD

Establishing Guidelines for On-the-Job Social

Networking (pg, 411)

What Can We All Do to Work Most Effectively in a

Virtual World? (pg. 412)

Virtual Relationships Are Real Relationships (pg. 412)

Using E-Mail Effectively at Work (pg. 413)

Taking Charge of Virtual Teams (pg, 413)

A Final Word on Working in a Virtual World (pg 414)

KEY TERMS (pg. 415)


Chapter 12: Organizational Controls: People,Processes, Quality, and Results (Pg. 4is>

What Is the Organizational Control Process? (pg 420)

What Historical Perspectives Help Us Understand

Control in Organizations? (pg. 421)

Frederick Taylor and Scientific Management (pg, 421)

Elton Mayo and the Hawthorne Studies (pg, 422)

Mary Parker Follett: Control Is More Than Telling

People What to Do (pg. 423)

The Human Touch (pg. 423)

S T U D E N T ' S C H O I C E : Spartan Surfaces (pg, 424)

What Are Common Control Systems? (pg. 425)

Bureaucratic Control Systems (pg. 425)

Adhering to Rules versus Objective Assessment of

Behavior and Outputs (pg, 426)

Normative Control (pg. 427)

Levers of Control (pg, 427)

What Conventions and Forces Guide Organizational

Control Processes? (pg. 429)

Corporate Governance (pg, 429)

Audits (pg, 430)

Legislation and Sarbanes-Oxley (pg. 430)

Legislation and Controls (pg. 430)

Sarbanes-Oxley and Controls (pg. 431)

W h e n Customers Control (pg. 432)

B U S I N E S S CASE: Threadless: CustomerControl (pg. 432)

What Are the Typical Steps in the Control

Process? (pg, 433)

Creating Standards and Metrics (pg. 433)

Measuring Performance (pg. 434)

Comparing Performance to Standards (pg. 434)

Taking Corrective Action (pg, 435)

Feedback Processes (pg. 435)

Feedback Control (pg. 436)

Feed-Forward Control (pg. 436)

Concurrent Control (pg, 436)

Integrating Feedback (pg. 436)

What Should Companies Control? (pg. 437)

Controlling Financial Performance (pg. 437)

Financial Controls (pg, 438)

Accounting Controls (pg, 438)

Beyond Budgeting (pg, 440)

Controlling Service: Customer Relationship

Management (pg. 441)

Quality Control (pg. 442)

Business Process Reengineering (pg. 442)

Total Quality Management (pg. 443)

PERSPECTIVES: Rafidah MohammadNoor (pg. 444)

Six Sigma (pg. 444)

Lean Management (pg. 445)

ISO 9000 and 14000 (pg. 445)

Baldrige Award (pg. 446)

What Can HR Do to Help Control for Effectivenessand Efficiency at Work? (pg 447)

The Performance Management Process (pg. 447)

Management by Objectives: Use with

Caution (pg, 448)

Gathering Information about Employee

Performance (pg. 448)

Performance Review (pg, 449)

What Can W e All Do to Enhance Effectiveness and

Efficiency at Work? (pg 450)

A Final Word on Organizational Control (pg. 451)

KEY T E R M S (pg. 452)


Chapter 13: Culture: It's Powerful (Pg 456)What Is Culture? (pg 458)

Values (pg, 458)

Attitudes (pg. 459)

Norms (pg, 459)

Why Is Culture Important at Work? (pg 461)

PERSPECTIVES: Michael Gaines (pg.461)

What Are the Dimensions of National and

Organizational Culture? (pg. 462)

Hofstede's Dimensions of Culture (pg. 462)

The GLOBE Project Value Dimensions (pg. 464)

Culture: It's Complicated! (pg. 466)

Subcultures (pg. 467)

Culture Change (pg. 467)

CONTENTS XVII

How Can We Describe OrganizationalCultures? (pg. 468)

The Competing Values Model of OrganizationalCulture (pg. 468)

"Strong" and "Weak" Cultures (pg. 469)BUSINESS CASE: McKinsey: They Get You forLife (pg. 470)

STUDENT'S CHOICE: Tying One On at VineyardVines: Poised for Progress, Maintaining FamilyCulture (pg. 470)

How Can We Study Organizational Culture? (pg. 472)

Edgar Schein's Levels of Culture (pg. 472)

Observable Artifacts: The Top Level of Schein'sOrganizational Culture Model-.(pg. 472)

Values: The Middle Level of Schein's OrganizationalCulture Model (pg. 473)

Basic Assumptions: The Deepest Level of Schein'sOrganizational Culture Model (pg. 473)

Myths and Heroes, Taboos, Sacred Symbols, andLanguage (pg. 473)

Myths and Heroes (pg, 474)

Taboos (pg. 474)

Sacred Symbols (pg. 475)

Language (pg. 476)

Leaders and Managers as Ethnographers (pg. 477)

Organizational Culture: What's Important

Today? (pg. 479)

Innovative Cultures (pg, 479)

Customer Service Cultures (pg. 479)

Diversity Cultures (pg. 480)

Ethical Cultures (pg. 480)

Cultures That Support Sustainability and

Service (pg. 482)

Cultures That Support the Whole Person: Mind,Body, Heart, and Spirit (pg. 483)

How Can HR Support the Development of PositiveOrganizational Cultures? (pg.484)

HR's Role in Creating an Inclusive Culture: A "Push"Strategy (pg.484)

Promoting Diversity and Inclusion in the WorkplaceandtheEEOC (pg.484)

Preventing Sexual Harassment in theWorkplace (pg. 487)

How HR Can Help Diagnose and Develop Culture?:A "Pull" Strategy (pg. 488)

What Can We All Do to Create Positive and PowerfulOrganizational Cultures? (pg. 489)

Develop Your Cultural Intelligence (pg. 489)

Leading Culture Change (pg. 490)

A Final Note on the Power of Culture (pg 491)

KEY TERMS (pg, 492)


Chapter 14: Globalization: ManagingEffectively in a Global EconomicEnvironment (Pg.496)

What Is Globalization and Why Does It Matter? (pg. 498Technology's Role in Fostering RapidGlobalization (pg. 498)

Globalization Matters Because It Is Changing OurLives (pg, 499)

How Have International Political and EconomicChanges Fostered Globalization? (pg 500)

The End of the Cold War (pg, 500)

Events That Shook the World during the ColdWar (pg. 501)

The Lasting Impact of the Cold War (pg. 502)

Fluid Boundaries and the Softening of the

Nation-State (pg, 502)

Social and Economic Changes Sweep Across the

World (pg, 503)

What Key Economic Factors Are Affecting GlobalBusiness? (pg 504)

Global Trade (pg. 504)

Global Investment (pg. 504)

Global Finance and Debt (pg. 504)

What Must Be Considered When Developing aGlobal Strategy? (pg 505)

Reviewing Legal and Organizational DesignIssues (pg. 505)

Global Strategy and Culture (pg. 506)

Exporting Disney (pg. 506)

Crafting an International Strategy (pg. 507)

PERSPECTIVES: Vittorio Colao (pg. 507)What Are the Opportunities and Risks in a GlobalBusiness Environment? (pg. 508)

Opportunity: Expand Markets and Sales (pg. 508)

Opportunity: Access to Expertise While SavingMoney (pg. 508)

Opportunity: Improve Operations (pg. 509)

Risk: Uncertainty Due to Government Involvementand Political Instability (pg. 509)

Risk: Growing Too Fast and False Economies ofScale (pg. 510)

Risk: Partnerships Can Increase Exposure (pg. 510)

Risk: Political and Popular Disapproval (pg. 510)

What Opportunities Exist in Emerging

Markets? (pg. 511)

Brazil (pg. 512)

Brazil: The Past (1889-1985) (pg. 512)

Brazil: The Present (1985-2009) (pg, 513)

Brazil: The Future (2010 and Beyond) (pg, 514)

Advantages and Disadvantages of Doing Business

with Brazil (pg. 515)

XVIII CONTENTS

Russia (pg. 516)

Russia: The Past (1917-1989) (pg, 516)

Russia: The Present (1989-2009) (pg, 516)

Russia: The Future (2010 and Beyond) (pg. 518)


with Russia (pg. 518)

India (pg, 519)

India: The Past (2500 B.C.E. to 1990) (pg, 521)

India: The Present (1991-2009) (pg, 521)

India: The Future (2010 and Beyond) (pg. 522)


with India (pg. 523)

China (pg, 524)

China: The Past (1912-1989) (pg. 524)

China: The Present (1989-2009) (pg. 525)

China: The Future (2010 and Beyond) (pg. 526)


with China (pg, 526)

A Final Word on Emerging Markets (pg, 528)

STUDENT'S CHOICE: Zambia: On the ThresholdofGlobalism (pg. 528)

How Has the Growth of Worldwide Trade AlliancesAffected Globalization? (pg. 529)

World Trade Organization (pg. 529)

The European Union (pg. 529)

The North American Free Trade Agreement (pg. 530)

Central America Free Trade Agreement (pg. 531)

South American Trade Alliances (pg. 531)

Asian Trade Alliances (pg. 532)

Association of Southeast Asian Nations (pg. 532)

Asia-Pacific Economic Cooperation (pg. 532)

How Do Global Regulators Affect Economies andSocial Issues? (pg 532)

Group of Twenty (pg. 532)

The World Economic Forum (pg, 532)

United Nations Economic and SocialCouncil (pg. 534)

What Is HR's Role in Supporting GlobalBusiness? (pg. 535)

The Expat Experience: Team-BasedLearning (pg, 535)

BUSINESS CASE: IBM: Building a Culture ofCollaboration (pg. 536)

Coaching for Success: Helping Employees andManagers Adjust to Globalization (pg, 536)

What Can We All Do to Succeed in a GlobalBusiness? (pg. 537)

The Intersection between Personal Ethics, SocietalEthics, and Company Ethics (pg. 537)Competencies That Support WorkingAbroad (pg. 538)

A Final Word on Globalization (pg 539)

KEY TERMS (pg, 539)

VISUAL SUMMARY (pg, 542)

Chapter 15: Sustainability and CorporateSocial Responsibility: Ensuring the Future (Pg 544)

Why Are Sustainability and Corporate SocialResponsibility Important in Today's World? (pg 546)What Is Sustainability? (pg. 546)

Sustainability: People Have Been Practicing It forGenerations (pg. 547)Why Sustainability Is Important Today: The "BigThree" Reasons (pg. 547)

1. Climate Change and Global Warming (pg. 548)Potential Effects of Climate Change and GlobalWarming (pg. 549)

Facing the Threat of Climate Change: It's Up to Allof Us (pg, 551)

2. The Call for Business Ethics and SocialResponsibility (pg. 551)

3. An Economic Crisis That Swept the World (pg, 552)

What Are the Three Pillars of Sustainability? (pg. 553)

The Bhopal Disaster (pg. 553)

Tracking Companies That Focus on

Sustainability (pg, 555)

What Is Environmental Sustainability? (pg. 556)

The History of the Conservation and Ecology

Movements in the United States (pg. 556)

Reducing Greenhouse Gas Emissions: World

Leaders Try to Agree on a Course of Action (pg. 558)

The Kyoto Protocol (pg, 559)

The United Nations Climate Change Conference of2009 (pg. 561)

Reliance on Fossil Fuels: It Can't LastForever (pg. 561)

The Green Economy and Green Jobs (pg, 562)Pollution, Waste, and EnvironmentalSustainability (pg, 563)Plants, Animals, and EnvironmentalSustainability (pg. 564)

What Else Are We Doing to Foster EnvironmentalSustainability? (pg. 565)

What Is Social Sustainability? (pg. 566)

BUSINESS CASE: Ashoka: A Proactive Approachto Social Sustainability (pg. 567)

Child Labor (pg, 567)

Slavery in the World Today (pg. 568)

Safety and Risk at Work (pg, 571)

What Is Economic Sustainability? (pg 572)

BUSINESS CASE: Generation InvestmentManagement: Al Gore and David Blood (pg, 573)

CONTENTS XIX

STUDENT'S CHOICE: Passion and Partnership:

One Road to Economic Sustainability (pg, 574)

What Is Corporate Social Responsibility? (pg 575)

PERSPECTIVES: Mary McNevin (pg, 577)

How Can Companies Approach Corporate SocialResponsibility? (pg. 578)

The Obstructionist Approach (pg, 580)

The Defensive Approach (pg, 580)

The Accommodative Approach (pg, 580)

The Proactive Approach (pg. 580)What Is HR's Role in Sustainability and CorporateSocial Responsibility? (pg. 581)

Telecommuting (pg. 582)

Supporting CSR through Employee ServicePrograms (pg. 581)

What Can We All Do to Support Sustainability andCorporate Social Responsibility? (pg. 584)

A Final Word on Sustainability and Corporate SocialResponsibility (pg. 585)

KEY TERMS (pg, 585)


Chapter 16: Managing and Leading forTomorrow: A Focus on Your Future (pg.590)

Why Do "Great Leaders Move Us"? (pg. 592)

PERSPECTIVES: Chade-Meng Tan (pg, 592)

What Are "Moon Shots for Management"? (pg. 593)How Can You Continue Your Journey to Becoming aResonant Leader? (pg 595)

What Can You Do to Develop YourLeadership? (pg. 596)

Making Leadership Development Fun—andEffective (pg. 596)

Exploring Your Vision and What You Want toChange (pg, 597)

A Final Word on Managing Yourself (pg,606)


Endnotes (pg, E1)Index (pg.1-1)

Glossary/Index (pg. G-1)

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