Capacity, of organization’s environment, 260

Casmir, Fred, 183

Causation, internal and external, 84

Centralization, 250–251, 263

Chain of command, 248–249

Challenge stressors, 297

Change

• See also Organizational change

• agents of, 286

• barriers to, 272

• planned, 286

• processes, 3

Channel richness, 177–178

Charismatic leadership theory

• born vs. learned qualities, 194–195

• dark side of, 195–196

• influencing followers, 195

• situational contingencies, 195

• transformational leadership vs., 199

Circular structure, 257

Clarity, Element of Situational Strength, 73

Coalitions, 212

Coercion, 289

Coercive power, 208–209

Cognition, need for, 179

Cognitive component of attitudes, 35

Cognitive dissonance, 36

Cognitive evaluation theory, 104–105

Cohesiveness, 146–147

Collaboration, 231

Collectivism, 49, 78

Communication, 230

• apprehension, 182–183

• barriers to, 180–182

• channels for, 172

  • choosing, 176–178, 177–178

• cultural barriers and, 182–183

• cultural context and, 183, 183e

• cultural factors and, 182–184, 183e

• cultural guide for, 183–184

• direction of, 172–175, 174e

• downward, 173

• emotions and, 181

• functions of, 171–172

• information security and, 178

• interpersonal, 3

• interunit, 294

• language and, 181

• lateral, 173

• lying and, 182

• modes of, 175–176

• nonverbal, 176

• oral, 175–176

• organizational, 304

• persuasive, 178–180

• process of, 172, 172e

• silence and, 181

• summary of, 185–186

• tailoring messages, 179–180

• upward, 173

• written, 176

Competition, 231, 286

Complexity, of organization’s environment, 260

Compromise, 232

Conciliator, 243

Confirmation bias, 90

Conflict

• cultural barriers caused by, 183–184

• definition of, 226–227, 227e

• dyadic, 229

• dysfunctional, 227, 227e

• felt, 231

• functional, 227, 227e

• intergroup, 229

• interrole, 140

• intragroup, 229

• levels of, 166

• loci of, 229

• management, 233, 234

• negotiation and, 3

• perceived, 231

• process of, 229–234, 230e, 232e

• relationship, 166, 228

• role, 140

• structure and, 230

• summary of, 243

• task, 166, 228

• team and, 166

• types of, 228–229

Conflict process, 229, 230e

• behavior, 232–233, 232e

• cognition and personalization, 231

• intentions

  • accommodating, 232

  • avoiding, 232

  • collaborating, 232

  • competing, 231

  • compromising, 232

• outcomes

  • cultural influences, 234

  • dysfunctional, 233–234

  • functional, 233

  • management, 234

• potential opposition or incompatibility

  • communication, 230

  • personal variables, 230–231

  • structure, 230

Conscientiousness, 67, 68, 68e

Consensus of behavior, 84–85

Consequences, Element of Situational Strength, 73

Consistency of behavior, 73, 84–85

Constraints, Element of Situational Strength, 73

Consultation, 212

Context, 83–84

Contingency theories, 189–192, 190e

Contingency variables, 8

Contrast effects, 86

Controlled processing, 179

Cooptation, 289

Core self-evaluations (CSEs), 41, 46, 71–72

Core values, 266

Corporate social responsibility (CSR), 2, 41–42, 172, 212, 280

Cost-minimization strategy, 259

Counterproductive work behavior (CWB), 43–45

Creative outcomes, 98

Creative potential, 96

Creativity, 60, 95–96, 96e

• environment and, 97–98

• ethics and, 97

• expertise and, 97

• intelligence and, 97

• personality and, 97

Cross-functional teams, 157

Cultural context, 183, 183e

Cultural differences, 92, 163

• leadership and, 189

Cultural identity, 27

Culture(s), 183, 183e, 271

• See also Organizational culture

• adapting to differing norms, 9–10

• barriers, 182–183

• dominant, 266

• IM and, 222

• influences in conflict, 234

• justice and, 114

• negotiation in, 240

• norms and, 144

• trust and, 202

• values, 78–81, 80e

• working with people from different, 9

Customer satisfaction, 42–43

Customer service, 61