Machiavellianism, 70

Management, 4–6

• activities, effective vs. successful, 3–4

• conflict, 233, 234

• diversity and, 29–32

• long tenure in, 294

• OB and, 2

• participative, 128

• top, 274

Management by objectives (MBO), 107

Manipulation, 289

Masculinity, femininity vs., 78

Maslow, Abraham, 101, 102e

Material symbols, 277

Matrix structure, 254–255, 254e

McClelland’s theory of needs, 102–104

Mechanisms, protective, 279

Mechanistic model, 258

Mediator, 242

Mental models, 166

Mentoring, 203

Merit-based pay, 131

Mindfulness, 56

Minztberg’s managerial roles, 7e

Mockery, and insults, 20e

Moods

• See also Emotion(s)

• about, 47–49, 48e

• experiencing, 50

• OB applications of, 59–62

• positive and negative affect, 49–50

• sources of, 50e, 51–55

• summary of, 62

Moral emotions, 49

Motivating potential score (MPS), 122

Motivation

• direction, of effort, 101

• intensity of efforts, 101

• persistence of effort, 101

• about, 101–102

• behaviorism, 110

• cognitive evaluation theory, 104–105

• contemporary theories of, 104–116, 107e, 109e, 112e, 115e

• early theories of, 101–104, 102e, 103e

• expectancy theory, 115–116, 115e

• goal-setting theory, 105–108, 107e

• hierarchy of needs theory, 101, 102e

• integrating theories of, 116–118, 117e

• by job design, 121–123, 122e

• job engagement and, 116

• McClelland’s theory of needs, 102–104

• in OB, 3, 60

• operant conditioning theory, 110

• reinforcement theory, 110

• self-concordance, 105

• self-determination theory, 104–105

• self-efficacy theory, 108–110, 109e

• social-learning theory, 110

• summary of, 118, 134–135

• two-factor theory, 102, 103e

• using alternative work arrangements, 124–127, 125e

• using benefits, 133

• using EIP, 127–129

• using extrinsic rewards, 129–133

• using intrinsic rewards, 133–134

• using job redesign, 123–124

Multiteam systems, 158

Myers-Briggs type indicator (MBTI), 66–67