Index
A
Absence of employees’ participation in the control process, 460
Accomplish work, 304
Achieving strategic aims, 503
Action language, 332
Actions of subordinates, 304
Active employee resistance, 492
Adjourning, 434
Advertisements, 259
Agein, 97
All India Management Association (AIMA), 21
American management, 17
Amsterdam-based logistics company, 59
An intrinsic motivation tendency, 390
Anchoring bias, 141
Anchoring trap, 170
Anglo–Dutch steel producer Corus, 123
Anti-bribery, 515
Anti-corruption, 515
Anti-discrimination, 515
Anti-harassment, 515
Anti-money laundering, 515
Antiviolence, 515
Application of MBO techniques, 460
Apprenticeship training, 261
Approach based on justice, 369
Approach based on rights, 369
Approaches to motivation, 386
Aravind engineering company, 346
Artefacts, 333
Aspire knowledge Manthan, 317
Astute foresightedness, 151
Attitude, 339
Authority to inform, 225
Authority-responsibility relationship, 180
Autocratic or dictatorial directing, 307
Availability bias, 141
Avoidant style, 131
B
Basic philosophies, 303
Bass diffusion model, 168
Behaviour modeling, 263
Behavioural approach, 353
Better anticipation, 153
BHEL, 10
Biocon, 381
Boosting employee morale, 336
Boosts employee satisfaction and motivation, 183
Bounded rationality, 139
Brainstorming, 135
Break-even analysis, 168
British management, 17
Budget, 93
Budgeting, 168
Budgets, 455
Building tomorrow’s enterprises, 155
Building trust among members, 352
Bureaucratic management theory, 38, 39
Business ethics criterion, 69
Business games, 263
Business world, 249
C
Calculus-based trust, 427
Campus recruiting, 259
Canadian academician, 10
Cement industry, 40
Centralization vs. decentralization, 507
Change initiatives fail, 494
Change is inevitable, 495
Change management cycle, 490, 491
Change management, 482
Channel, 329
Characteristics of leadership, 350
Characteristics of supervisors, 314
Charter on Corporate Responsibility for Environmental Protection (CREP), 58
Choice-based decision-making activity, 83
Churning of knowledge, 317
Clarke and Bratt, 367
Cold Rolled Close Annealed (CRCA), 462
Collective bargaining, 473
Command and control function, 331
Command function, 304
Committees, 430
Communicating the vision to others, 352
Compassionate capitalism, 323
Compensation approach, 386
Competent leadership, 476
Complex and challenging activity, 83
Complex delegation, 227
Comprehensiveness, 95
Concurrent control, 453
Confidential report, 270
Conglomerate services, 151
Conjoint analysis, 165
Consultative decision, 364
Consumer packaged goods (CPG), 473
Contingency approach, 315
Contingency approach, 451
Continuous activity, 305
Continuous activity, 83
Controlling, 327
Cooperation, 385
Corporate communication, 325
Corporate Social Responsibility (CSR), 57
Counter productive work behaviours, 319
Country club leaders, 358
Cross-cultural management, 514
Cross-functional excellence, 24
CSR activities of IOC, 62
Customer-centric processes, 87
Cybernetic Approach, 450
D
Data gathering, 159
Decentralization, 179
Deciding on the best alternative, 103
Decision environments, 125
Decision Tree, 142
Decision-Making Process, 307
Declining employee loyalty, 295
Decoding, 329
Defensiveness, 340
Definitions of Motivation, 382
Delegated function, 305
Delegating, 361
Delegation and relationship management, 304
Delegation of authority, 222
Delphi method, 162
Democratic or consultative directing, 307
Demographics, 46
Demotion, 283
Dereliction of duties and responsibilities, 493
Descriptive ethics, 368
Desire to gain quick popularity, 68
Detailing the alternatives, 103
Developing the alternatives, 103
Developing yardsticks, 111
Deveshwar’s ITC, 423
Deviation from the past, 134
Diagonal communication, 336, 337
Diagonal coordination, 470
Directing, 304
Discipline and disciplinary policy, 285
Disseminator, 13
Distorting perception, 401
Disturbance handler, 14
Division of labour, 37
Do the right thing, 4
Do things right, 4
Downward communication, 335
Downward, sideward and outward delegation, 228
Duties of the Vizier, 33
Dynamic stochastic general equilibrium theory, 128
E
Earliest texts, 33
Early management thought, 32
Early retirements, 371
Ease of language, 344
Easily understandable, 458
e-Choupal programme, 70
Effectively managing conflict, 306
Efficient listening, 344
Elements of change, 483
Elements of directing, 310–313
Emotional context, 338
Emotional intelligence, 304
Emotional stability, 344
Emotions, 340
Empathizing, 345
Employee grievances, 287
Employee grievances, 308
Employee life cycle, 271
Employee promotion, 280
Employee separation, 283
Employee-centred leaders, 357
Employee-centred supervision, 314
Employees First, Customers Second, (EFCS), 481
Employment application form/blank, 260
Encoding, 327
Enculturation function, 331
End chain, 85
Enhances job specialization, 182
Enhancing interpersonal relationships, 344
Enhancing stakeholder value, 31
Ensuring flexibility, 344
Entrepreneur, 14
Environmental forces, 364
Equity theory, 400
Equity, 38
ERG theory, 398
Esprit de corps, 38
Esteem or ego needs, 394
Ethical dilemma in decisions, 23
Ethical dilemma, 516
Ethical leadership, 367
Ethicality, 95
Evaluation, 253
Exit interview, 288
Extrinsic motivation, 385
F
Facilitates staffing, 182
Facilitating collaboration, 306
Fast-Moving Consumer Goods (FMCG), 320
Feedback loop, 450
Feedback, 330
Feedforward Control, 453
Fewer future shocks, 154
Fiedler’s contingency leadership model, 360
Filtering, 340
Financial Control, 453
Financial management, 7
Fine-X, 518
Finger dexterity, 318
Fixation of accountability, 223
Fixed interval schedules, 406
Fixed ratio schedule, 406
Flexi-time work, 297
Forbes magazine’s, 381
Forecast presentation, 160
Forecasting, 152
Formal communication, 334
Formal teams, 428
Fortune’s global, 465
Fostering Employee Morale, 308
Frames of reference, 340
Framing trap, 172
Free-rein or laissez-faire directing, 307
Fringe benefits, 267
Front-line Managers, 5
Front-line Managers, 6
Functional management, 7
Future-focused management, 84
G
GALLOP, 250
Game theory, 127
Garbage can, 125
General administrative theory, 37
Global perspectives, 24
Goal accomplishment, 309
Goal fulfillment, 125
Goal-driven activity, 83
Godrej Consumer Products Limited (GCPL), 249
Great places to work, 249
Green horn, 478
Gripe-box system, 288
Group hindrances, 140
Group-based activity, 4
Groupism, 493
GSLV launch vehicle, 93
GURUKUL, 250
H
Handsoff policy, 34
Harvard business review, 423
Healthier-for-you, 119
Hersey and Blanchard’s situational leadership model, 360
Herzberg’s two–factor theory, 396
Hindsight bias, 141
Hindustan Unilever Limited (HUL), 359
Hiralal textiles, 377
Horizontal coordination, 470
Horizontal shifting, 283
HRM process, 280
Human relations approach, 315
Human resource management, 7
I
Impoverished leaders, 358
Inactivism, 85
Inbuilt uncertainty and risk, 125
Incubation, 135
India’s inspirational managers, 349
Individual bargaining, 296
Individual barriers, 340
Induction, 253
Industrial relations, 327
Influences human behavior, 305
Informal communication (grapevine), 334
Informal delegation, 227
Information overload, 342
Information ownership, 339
Information technology tools, 473
Inherent conflict, 439
In-house development centres, 264
Initiative, 38
Institute of Chartered Accountant of India (ICAI), 21
Intangibility, 125
Interactive process, 351
Interactivism, 85
Interdependent nature of work, 23
Intermediate-term plans, 92
International compensation, 510
International division structure, 507
International economic environment, 504
International geographic or area structure, 508
International legal environment, 504
International manager, 506
International matrix structure, 508
International political environment, 504
International product structure, 508
International selection, 509
International technological environment, 504
Interpersonal communication, 330
Interpersonal ethics, 368
Interventionist, 83
Intrinsic motivation, 384
Intuitive style, 131
ISRO’s Chandrayaan-2 mission, 94
IT-enabled outsourcing, 51
J
Job design, 233
Job offer, 260
Job- or task-centred supervision, 315
Job specialization, 339
Judgmental bootstrapping, 164, 165
Justice obligation, 370
K
Key Result Areas (KRAS), 110
Kingstree, 54
Kiran Mazumdar-Shaw, 381
Knowledge Management (KM), 49
Knowledge, Skill and Ability (KSA), 139
Knowledge, Skills and Ability (KSAs), 483
Kurt Lewin’s behavioural study, 355
L
Lack of clear-cut guidelines and policies, 68
Lack of transparency, 68
Laissez-faire style, 355
Lateral communication, 336
Layoff, 285
Leader forces, 362
Leadership dilemma at Hiralal textiles, 377
Leadership theories, 352
Leadership, 350
Lecture method, 262
Legal compulsion (social obligation), 58
Legitimacy, 84
Leverage/capital structure ratios, 455
Liaison task, 251
Liaison, 12
Limited state resources, 67
Linear Programming Technique (LPT), 168
Linking function, 330-331
Local Management Associations (LMAs), 21
Look for the S-curve, 173
M
Maintaining the status quo, 449
Management by Objectives (MBO), 100
Management communication, 325
Management—science or art debate, 18
Manager’s delegated authority, 222
Managerial communication, 324–325
Managerial decision making, 125
Managerial ethics, 69
Managerial grid, 357
Managerial roles, 10
Maneggiare, 33
Marketing management, 7
MARS model, 318
Maslow’s hierarchy, 393
Maslow’s hierarchy, 395
MASS (“ManthanAb Shop-floor Se”), 317
Maximax, 128
Maximin, 128
McClelland’s acquired needs theory, 399
Means to achieve the vision, 352
Mechanism design theory, 128
Medium-term forecasts, 155
Mergers, 51
Merit as a criterion, 281
Merit-based promotions, 39
Merits of line organization, 191
Michigan and Ohio studies, 357
Middle of the road leaders, 358
Misaligned priorities, 140
Missions, 86
Monitor, 13
Most Admired Knowledge Enterprise (MAKE), 50
Motivation, 382
Multiple verification process, 461
N
NASSCOM, 501
NASSCOM’s global leadership award, 123
National HRD Network (NHRDN), 443
Nature of political organization and system, 47
Need for achievement (nAch), 399
Need for affiliation (nAff), 399
Need for power (nPow), 399
Negative employee resistance, 491
Negative reinforcements, 405
Negotiator, 14
Nestlés culture, 510
Noise, 343
Non-programmed decisions, 130
Non-verbal communication, 332
Normative ethics, 368
Norming, 436
O
Object language, 332
Objectives, 86
Objectivity in decision making, 84
Ohio State studies, 355
ONGC Videsh Ltd, 465
Open-door policy, 289
Operational planning, 91
Oral communication, 331
Organizational citizenship, 319
Organizational objectives, 304
Organizational restructuring, 496
Organizing, 327
Organizing, 9
Outcome psychodrama, 135
Ownership, 96
P
Paralanguages, 333
Passing the buck, 309
Passive employee resistance, 492
People-centred, 134
People-centric quality measures, 295
PepsiCo, 515
Perceived bias, 460
Perceptual differences, 68
Performing leadership, 304
Personality, 389
Persuasive process, 351
Pervasive function, 305
Petroleum Federation of India (PetroFed), 465
Planning, 327
Planning, 8
Plight of an intelligent management trainee, 416
Poaching, 373
Policies, procedures, rules and regulations, 470
Policy-based ethical codes, 70
Political ideologies, 47
Pooled interdependence, 427
Popular social pressures (social responsiveness), 58
Positive employee resistance, 491
Positive reinforcements, 405
Practices act of 1977 (FCPA), 518
Preactivism, 85
Preconceived notions, 340
Prerequisites for effective policies, 95
Primogeniture, 54
Principle of chain of command, 183
Principle of unity of command, 183
Principles of coordination, 468
Principles of forecasting, 156–157
Principles of management, 36
Proactive approach, 84
Probabilistic vs. non-probabilistic models, 127
Process of delegation, 224
Procrastination, 493
Procrastinator, 132
Procurement, 252
Product criterion, 69
Production management, 7
Production-centred leaders, 357
Programmed decisions, 129, 130
Programmes, 93
Project Evaluation and Review Technique (PERT), 168
Projects, 93
Proxemics, 333
Psychological Bias, 140
Purpose of existence, 89
Q
Quantitative approach, 315
Quitting, 401
R
Radical (transformational) change, 488
Raiding or poaching, 259
Random word technique, 136
Ratio analysis, 455
Rational style, 130
Raymond Management Development Programme (RMDP), 290
Reactivism, 85
Receiver, 329
Reciprocal interdependence, 427
Redelegatable delegation, 228
Reducing the cost, 503
Reference check, 260
Reliance Accelerated Leadership Programme (RALP), 374
Reliance Industries Limited (RIL), 1
Removal (including dismissal or discharge), 284
Remuneration, 38
Requisites for successful succession management, 373
Reserve establishment honorarium, 389
Resource allocator, 14
Respect for rules model, 338
Responsibility towards owners, 65
Retrenchment, 285
Risk magazine’s lifetime achievement Award, 501
Robert house’s path–goal model, 362
Role-playing, 262
S
Safeguarding mutual interests, 290
Scalar chain, 38
Scenario planning, 97
Scientific management, 36
Security, 343
Self-actualization needs, 394
Self-esteem, 389
Self-evaluation, 75
Selfmanaged team (SMT), 434
Sender, 327
Seniority as a criterion, 282
Sequential interdependence, 427
Short-term plans, 91
Sign language, 332
Situational forces, 362
Six sigma, 50
Social audit, 72
Social cognitive theory, 407
Societal problems, 64
Specific delegation, 227
Spirit of Wipro manifests, 353
Spokesperson, 13
Stability of the organization, 306
Staffing function, 306
Standard Operating Conditions (SOCS), 1
Standard Operating Procedures (SOPS), 1
Status differences, 342
Status quo trap, 170
Stephen P. Robbins, 444
Stogdill, 353
Storming, 435
Strategic Human Resource Management (SHRM), 293
Strategic management, 24
Strategic planning, 89
Strategus, 97
Strategy implementation, 26
Subordinate forces, 362
Subordinates’ characteristics, 363
Subordinates’ suggestions, 307
Sun Tzu’s art of war, 33
Sundaram Clayton Ltd and TVS Motor Company, 303
Supportive climate model, 337
Survivorship bias, 170
SWOT analysis, 112
Symptoms of resistance, 492
T
Tactical planning, 91
Tactile communication, 333
Tannenbaum and Schmidt’s leadership continuum model, 361, 362
Task force, 430
Tata Marcopolo Motors (TMML), 434
Tata metaliks, 326
TCS administration, 443
Team cohesion, 426
Team effectiveness, 427
Team interaction, 426
Team interdependence, 427
Team norms, 425
Team think, 439
Team trust, 427
Team vs. group, 425
Team-building costs, 439
Team-building, 426
Technical sophistication required, 161
Technology criterion, 69
Telling or coaching, 361
Territoriality, 333
The Nokia diversity initiative, 22
The routledge companion to international management education, 502
The sayings of confucius, 33
The wealth of the Nations, 33
Thematic Apperception Test (TAT), 399
Theory Y, 410
Theory Z, 411
Thinking before doing, 82
Time magazine, 349
Time pressures, 340
Time-bound delegation, 228
Tolerance for ambiguity, 131
Top-down approach, 304
Total Quality Management (TQM), 42
TQM approach, 320
Trade unions, 45
Trait Approach, 352
Transactional and transformation model, 366
Triple bottom-line model, 63
Trusteeship concept, 31
Turning points, 161
Twin-fold objective, 61
U
UB group, 116
Unconditional delegation, 227
Unity of command, 37
Unity of direction, 37
Universal in character, 3
University-based programmes, 264
Unsuitability of goals, 105
Upward communication, 336
Utilitarian approach, 369
V
Value system, 338
Variable pay, 266
Verbal communication, 331
Vertical coordination, 470
Vertical dyad linkage model, 365
Vertical teams, 430
Victor Vroom’s expectancy model of motivation, 401
Virtual teams, 431
Voluntary coordination, 474
W
Walk-ins and write-ins, 259
Wastage of resources, 305
Welfare obligation, 370
Wellbalanced leadership, 323
Well-conceived business plans, 323
Well-defined goals and mission, 476
WIBGYOR, 353
Widening the markets, 503
Work attendance, 319
Work mapping, 433
Workforce diversity, 293
World-Class Organizations (WCO), 52
Written communication, 332
Wrong assumptions, 173
Y
Young Executive Board (YEB), 249