Paradox of choice, 138

Participative behavior, 298

Path-goal theory of leadership, 298–299, 310

People-related activities, 11

Perception, 274

Performance appraisals, 231–232

• executives, of, 232

• methods of, 231t

• weaknesses of, 232–233

Personal mastery, 459

Personal power, 397

Personnel development standards, 395

Philanthropy, 33–34

Planning, 108f

• advantages of, 107–108

• affirmative purposes, 107

• challenge case, 106, 124–125

• decision coordination, 107

• defined, 107

• failure of, 123–124

• forecasting, 117–121

• implementing, 112

• long-range, 154

• model, 109f

• organizational objectives, 111, 111f, 112

• process, 111

• protective purposes, 107

• scheduling, 121–122

• single-use plans, 108

• standing plans, 108

• strategic, 154

• tools, 117–121

Planning function, 5, 6f

Pluralism, 65–66

Policies, 108–109

Polycentric attitudes, 91

Porter-Lawler theory of motivation, 320

• intrinsic/extrinsic rewards, 323

• model, 323f

Porter’s Model, 158, 172

Position power, 397

Position replacement form, 222, 223f

Positive reinforcement, 331

Power, 396–397

Power distance, 93

Pregnancy Discrimination Act, 225

Prejudice, 58–59

Probability theory, 141–142, 142f

Problem-solving, 137

• choice of alternatives, 138

• teams, 353

Procedures, 109

Process (functional) layout, 425

Process control, 436

Process ideas, 493

Process strategy, 424–425

Process theory of motivation

• equity theory, 320, 322

• needs-goal theory, 320–321

• Porter-Lawler theory of motivation, 320, 323

• Vroom expectancy theory of motivation, 320–322

Processes, 421, 425

Product leadership standards, 394

Product life cycles, 119–120, 120f

Product stages method, 120

Production. See also Operations management

• challenge case, 416, 437–438

• control, 417

• defined, 417

• organizational resources, 417

• products, 417

• quality improvement, 418

• transformation, 417

Productivity, 437

• defined, 417

• Hawthorne Studies, 452

• human variables, 452

• quality improvement, 418–419

• scientific management and, 447–449

• standards, 394

• tracking sensors, 448

Products, 417

• development, 18

• ideas, 493

• layout, 425

• quality, 418–419

• strategy, 424

Profit, 113–114

Profitability standards, 394

Program evaluation and review technique (PERT), 121–122

• activities, 122

• critical paths, 123

• model, 123f

• steps in, 123

Programmed decisions, 133–134

Project organizations, 189

Pure-breakdown (repair) policy, 428

Pure-preventive maintenance policy, 428

Pygmalion effect, 293