Maintenance control
pure-breakdown (repair), 428
pure-preventive, 428
Management, , 291f
accountability, 205–206
approaches to, 446, 458
behavioral approach to, 446, 451–453
boss-centered leaders, 300
bureaucracy, 179
CEO compensation, t,
classical approach to, 446–451
comprehensive analysis of management, 446
consensus, 135
contingency approach to, 455
continual quality improvement, 418–419
controlling functions, –, f, 68, 392, 394–398, 408
coordination, 180–181
creativity, 486–490
decision-making, 135–145, 299–301
defined, –, 291
delegation, 206–208
diversity, improvement through, 55
ethics and, 38–42, 376
functions, –, f, 12t
t, 67–68
future structures, 17
goal-oriented,
human resources, 219–228, 230–231, 453
ideas, 493
influencing functions, , f, 67–68, 267–268
information and, 399–401, 405, 408
information systems (IS), 403–409
innovation, 445, 491–495
job growth,
leadership, 291–308
learning organization approach, 458–459
lower-level, 10, 446
management science approach to, 446, 454–455
mistakes,
motion-study techniques, 448–449
motivational communication, 327–328, 335
multinational corporations, 84
objectives, 114
operations management, 421–436
organizational resources,
organizing functions, , f, 67
organizing skills, 177
paradigms, 458
planning functions, , f, 67
power, 396–398
principles of, 450–451
quality, 495–501
responsibility, 199–202, 202t, 203
role of, –
sociometric analysis, 351
span of, 182
standards, 394–395
strategic, 155
strategies for, 62
stress, 250–252
structure, 189
styles, 332–333, 334f
subordinate-centered leaders, 300
succession planning, 224
system approach to, 456
teams, 352–357
top-down support, 70
triangular, 457–458
trust in, 357–358, 381
universal principles of,
upper-level, 10
women and, 17, 17t
work functions, 185
work groups, 350
Management by exception, 433
Management by objectives (MBO), 115, 434
advantages/disadvantages of, 116–117
process, 116f
steps in, 115–116
successful, 116
Management careers, 13–14
development of, 15, 16t
international, 15
stages of, 14–15
Management control decisions, 400
Management games, role-playing format, 230
Management inventory card, 221–222, 222f
Management manpower replacement chart, 222, 223f
Management responsibility guide, 201
Management science, 446, 454
decision-making, 455
defined, 454
economics of, 455
history, 454–455
mathematical models, 455
use of computers, 455
Management skills, 12f
authority, 202–205
challenge case, , 18–19, 445–446, 459–460
change-related activities, 11
communication, 268, 269t, 270–280
conceptual, 10
conflict management, 253–255
defined, –10
exercises, 20–21
functions and, 12t-13t
human skills, 10–11, 453
leadership, 291
levels, 10f
motivation, 326–327
people-related activities, 10–11
problem-solving, 137–139, 353
scheduling, 450
specialized tools, 12
success and, 13
task-related activities, 11
technical, 10
valued, 269t
Management systems, 456–457
analysis, 457
information use, 457
open, 457f
Managers
bounded rationality, 139–140
chain of command, 190
change agents, as, 244–249
characteristics of, , 306f
clarifying job activities of, 201
commitment principle, 154
committees, 346–347
compromising, 253
conflict, 254–255
corporate citizens, as, 26
cross-cultural training, 10
decision-making, 135, 135f, 300–301
development of, 178
diversity in, 54, 56, 71
effectiveness, , f,
efficiency, , f,
emotional intelligence, 269–270
ethical, 38
ethnocentrism, 91
gain-sharing, 334
geocentric attitudes, 92
groupthink, 347
informal networks, 347
lump-sum bonuses, 334
managerial grid, 246f
operations, 421
organization culture and, 369, 373, 373f, 374–381
philanthropy, 33–34
polycentric attitudes, 91
power, 397–398
resolving conflict, 255
responsible, 202
reverse mentoring, 57
"satifice," 139
social audits, 32–33
socially responsible, 26–27, 31–32
stock bonuses, 334
strategic planning, 161
subconscious biases, 58
total power, 397
women, 16–17, 59
Manufacturing jobs, 52
Manufacturing process, organizational resources,
Market culture, 372, 373f
Market position standards, 394
Markets, diverse, 54
Masculinity-femininity values, 93
Maslow’s hierarchy of needs, 323, 327, 330
esteem need, 324
model, 324f, 330f
physiological needs, 324
security/safety need, 324
self-actualization need, 324
social need, 324
v. Alderfer’s ERG theory, 325
v. Argyris’s maturity-immaturity continuum, 326
Materials control, 432
Matrix organizations, 188–189
MC²STEM High School (Cleveland), 52, 71
McClelland’s acquired needs theory, 323, 327
need for achievement (nAch), 326
need for affiliation (nAff), 326
need for power (nPower), 326
Means-ends relationships, 470
Mechanistic structure, 181
Mental models, challenging, 459
Michigan studies, 292
employee-centered behavior, 293
job-centered behavior, 293
Microloans, 475–476
Millennial generation, 52, 57
Minorities
bicultural stress, 60
stereotypes, 59
workforce, 53, 56, 225
Mission statement, 160
Mobile devices, 153, 407, 410
Monetary resources,
Monitoring (innovation), 494
Monitoring skill, 166
Moral courage, 309
Motion-study techniques, 427, 448, 448f, 449t, 462
Motivation
autonomy, 330
behavior modification, 327, 331–332, 335
challenge case, 319–320, 335–336
content theory, 320, 323–326
creativity, 487–488
defined, 320
flextime, 335
goal-setting, 321
incentives, 327, 334
individual needs, 321
job design, 327–330
Likert’s management systems, 327, 332–334
managerial communication, 327–328
mastery, 330
process theory, 320–323
purpose, 330
rewards, 325
steps for, 333
strategies for, 327–329
strength, 321–322
Theory X-Theory Y, 327–328, 335
Moving average method, 119
Multicultural approach to pluralism, 65–66
Multi-generational workforce, 57
Multimeaning words, 274
Multinational corporations (MNC), 80, 83. See also International organizations
communication, 95
controlling, 94
cultural adjustments, 86
cultural differences, 92–94
culturally diverse employees, 86
defined, 82–83
direct investing, 88
ethics and, 95–96
expatriate preparation, 97
host countries, 85
imports/exports, 87
influencing, 92
international market agreements, 88–89
joint ventures, 88
license agreements, 87
local customs, 96
management implications, 84, 92–93
manager attitudes, 91–92
organization charts, 90–91
organizing, 90
parent companies, 85
planning, 87
repatriation, 86–87
risk and, 85
stages of, 83t
workforce, 85–86, 97
