Occupational Safety and Health Act, 157
Older workers, 60–61
On-the-job training, 229
Open systems, 456
Operational control decisions, 400
Operations control, 427
Operations management
activities, 422f
budgetary control, 429–431
capacity strategy, 423
control tools, 432–436
cost control, 429
defined, 422
effectiveness, 422
efficiency, 422
human resources, 426
job design, 427
Just-in-time (JIT) inventory control, 427–428
labor force planning, 426–427
layout strategy, 425
location strategy, 423–424
maintenance control, 428
materials control, 432
motion-study techniques, 427
operations control, 427
process strategy, 421, 424–425
product strategy, 424
ratio analysis, 431
strategies, 421, 423–424
systems, 421
work measurement methods, 427
work methods analysis, 427
Operations process, 418–419
Deming’s flow diagram, 419f
quality assurance, 420
Operations research (OR), 454
Opportunity evaluation, 470–471
Opportunity exploitation, 472–473
factors influencing, 473f
financing, 473
Opportunity identification, 469–470
Opportunity in Motion (Bank of America), 32
Optimal capacity, patterns of, 423
Organic structure, 181
Organization charts, 90–91, 91f, 181
height of chart, 183, 184f
sample, 190f
scalar relationships, 182
span of management, 182–183, 184f
unity of command, 182
vertical dimensioning, 182
Organization culture
accountability, 375
adhocracy culture, 371–372, 373f
ceremonies, 380
challenge case, 368, 383–384
clan culture, 371, 373f
code of conduct, 370–371
Competing Values Framework, 371
cultural artifacts, 378
customer dimension, 377–378
defined, 369
diversity dimension, 377
dominant, 369
ethics dimension, 376
functions of, 370
healthy, 382, 382f, 383, 385–386
hierarchy culture, 372, 373f
hierarchy of objectives, 374
high-performance, 373, 374f, 375, 383
innovation dimension, 377
integrating employees, 380
international organizations, 370
language, 380
market culture, 372, 373f
mission, 373
myths, 378–379
operational decision-making, 370
organizational commitment, 375
organizational strategy and, 370
performance, 373–374
productivity and, 370
quality dimension, 376
rewards, 375, 380
sagas, 379
slogans, 380
socialization, 381, 381f, 382
spirituality dimension, 377
staffing rationales, 370
storytelling, 379
subcultures, 369
symbols, 380
talented employees, 374
types of, 371, 373f
unhealthy, 382
values, 378
vision, 376
Organization development (OD), 246–247
Organization subculture, 369
Organizational ceremonies, 380
Organizational change
challenge case, 241–242
change agent, 243–244
conflict, 253–255
evaluating, 249
grid organization development (grid OD), 246–247
importance of, 242–243
organization development (OD), 246–247
people factors, 244–249
resistance to change, 247–248
stress, 249–252, 260
structural factors, 244–245
success factors, 243, 244f
technological factors, 244–245
transformational leadership, 304
virtuality, 255
Organizational commitment, 375
Organizational communications, 277, 281
comparison, 279f
formal, 278–279
informal, 279–280
Organizational effectiveness, 244–245, 245f
Organizational Huddle Process, 353
Organizational language, 380
Organizational myths, 378–379
Organizational objectives, 111
customer service, 113
forecasting, 117–121
innovation, 114
intermediate-term, 114
long-term, 114
management by objectives (MBO), 115–117
managerial performance, 114
market standing, 114
mission statements, 160
open management system, 113f
performance, 35
physical/financial resources, 114
planning tools, 117
productivity, 114
profitability, 113–114
public responsibility, 114
purpose, 112
quality, 115
scheduling, 121–123
short-term, 114
social responsibility, 113
statements, 113t
strategic planning, 154f
worker performance, 114
Organizational planning. See Planning
Organizational resources, f
capital, –
challenge case, 18–19
human,
production, 417
raw materials, –
Organizational rewards, 380
Organizational sagas, 379
Organizational socialization, 381–382
Organizational storytelling, 379
Organizational strategy, 154–157, 164
Organizational symbols, 380
Organizations
adaptation model, 243f
centralization, 208, 211, 214
change in, 242–243
committees, 345f
communication, 266, 268–269
conflict in, 205
corporate citizens, as, 25–26
creativity, 486–490, 492, 492f
decentralization, 208–211, 214
departmentalization, 184–189
discrimination, 54, 58, 225
diversity efforts, 53–57, 62, 64f, 65–68, 70, 70t
diversity training programs, 69
domestic, 82
dual-career couples, 18
ethical behavior, 38–42
ethnocentrism, 57, 59
goals of, –, 26
greatness, achieving, 307–308
groups, 143, 344–345
growth, 198
horizontal dimensioning, 184
human resources, 426
innovation, 491, 491t, 492, 492f, 493–495
international, 82
international markets, 79–80
job descriptions, 199
matrix, 188–189
mission, 159–160
multinational, 80, 82–83
prejudice, 58–59
problem-solving teams, 353
quality, 495–501, 501f
rejuvenation, 475
responsibility, 199
shared vision, 176
social responsibility, 25–32, 43–44
social responsiveness, 29–30
stability, 243
stakeholders, 29, 30t
strategic planning, 154
structure, 90, 181, 189–190
sustainability, 25, 34–37
teams, 354
tokenism, 58–59
transnational, 95
unsatisfied needs, 327f
virtual, 255–257
work functions, 185
Organizing
classical theory, 178–179
coordination, 181
defined, 177
division of labor, 179–180
process, 178, 178f
structure, 181
Organizing function, , f
Organizing skills, 166
challenge case, 176, 190–191
defined, 177
Fayol’s guidelines, 177f
importance of, 177
OSU studies, 295
consideration behavior, 293
leadership styles, 293
structure behavior, 292
Outsourcing, 407, 427
Overlapping responsibility, 200
