SUBJECT INDEX

A

Abbott Laboratories 552 ability tests 89–90

ABN Amro 561 Absenteeism 414–415, 416

Absolute thresholds 215–217, 808 Accommodation 597

Accountability 122, 168, 483, 546, 563, 619, 662, 690, 756

Achievement 52, 704–705 Achievement and aptitude tests 86–90

cross-cultural contexts 91

for diagrammatical ability 89–90

Graduate Management Admission Test (GMAT) 90 for manual dexterity 90

for mechanical ability 90 for numerical ability 89

Scholastic Aptitude Test (SAT) 90 for spatial ability 89

for verbal ability 89 Achievement culture 679

Achievement motivation 146–147, 808 Ackermann, Josef 697

Action learning 310, 311–312, 808 Action research 26–27, 808 Active listening 251–252

Acute stress disorder 761 Adaptation 615, 631, 668, 694, 734

colour 216

to repeated stimuli 217 sensory 216–217 visual 216

Adaptors 356

Adhocracy 626

Adler, Alfred 39

Adult 42, 808

Advertising

and classical conditioning 261 ethical issues 263

and memory 287 subliminal 216

Affective events theory (AET) 140 Affiliation 52

in groups 453–455

Affiliation needs 143, 147, 240, 538 Age

chronological 86–87 discrimination due to 383–384 and intelligence 77

mental 86–87 Ageism 383–384

Aggression/Aggressiveness 57, 685 Agreeableness (likeability) 36–38, 40, 45, 48–50, 61 Alpha male culture 185

Amazon 551

Ambiguity

and change 729 and conflict 594 dealing with 706 and goals 580, 581 minimizing 429

role 440–441, 581, 767, 804

tolerance for 165, 351, 354, 357, 358, 526, 733 Ambiguous figures 219–220, 808

Ames room illusion 224

Amnesty International 687–688, 763 Anchoring-and-adjustment heuristic 339–340 Anderson, Neil 12

Annual talent review (ATR) 323–324 Anti-Bribery Convention 379 Anti-Semitism 383, 384–385 Anxiety 57, 262, 293, 446, 454–455

social 247 Apartheid 385 Apple 551, 545–546

Applied Psychology Research Unit (University of Cambridge) 11

Appreciative inquiry 750

Apprenticeships 306 Ariely, Dan 349 Arousal

in consumer behavior 141 and emotion 139, 141 and motivation 139

and recall 291 Arousal theory 141

Artificial intelligence (AI) 179, 642, 808 Asch experiments 451–452 Ascription 704–705

Assembly line production 167, 176, 771 Assertiveness 302, 512, 573, 575, 596 Assessment Centres 11, 103–104, 312, 808

as development centres 121 historical perspective 105

use for performance appraisal 121–122 Assimilation 393

Associative hierarchy 288 Assumed similarity 230–231, 808 AstraZeneca 802

Attention

absolute and differential thresholds 215–217 disposition of the perceiver 217–219 external physical stimuli 211–215

Attitude change 387–399

balance and consistency in 396 consistency theories 396–399 and exposure to mass media 388 factors contributing to 387–396 and forced contact 388

and group membership 387–388 rewards 388–389

sources of 387 Attitude function

ego defensive 381–382 expressive 382

instrumental or adjustive 381 knowledge 382

Attitude measurement 399–403 Likert Scale 401–402

Osgood’s semantic differential 403–404 reliability and validity 404

Thurstone Scale 400–401 Attitudes 371–372, 808

and behaviour 374

and behaviour modification 403–406 changing 387–399

components of 372 of employees 301 formation of 380 function of 380–382

and job satisfaction 406–417 measurement of 399–403

and organizational commitment 417–420 prejudice 382–386

Attribution bias 236 Attribution error

fundamental 235 ultimate 236

Attribution perspective 541–542

Attribution theory 96, 143, 232–236, 808–809 consensus 233

consistency 233 distinctiveness 233 inference model 233–234

Weiner et al.’s scheme 234–236 Austerity measures 420

Authentic leadership 553–554, 809 Authoritarian personality 380, 384–385, 809 Authoritarianism 83, 380, 520, 553, 620 Authority

attitudes toward 519–520 bounded 491 centralization of 626 challenge to 456

decentralization of 557, 657, 661, 738 delegation of 627

dual 623, 624

exercise of 119, 490, 616, 618, 742 formal 537, 547, 570, 597 hierarchy of 9, 639, 657, 659 higher 574

obedience to 27, 143, 455, 456, 457 organizational 10, 556, 785

respect for 52, 684 and responsibility 617 totalitarian 456 uncertainty about 440

See also Power Automation 179, 642

Autonomous work groups 173–174, 177, 482 Autonomy

as career anchor 320, 321

and decentralization 618–619, 738 and entrepreneurship 683

in groups/teams 410, 482, 501, 503, 518, 593 high degree of 167, 364, 439, 518, 541, 582,

679, 689, 780 increasing 642, 662 and innovation 678

low/limited 363, 482, 759, 770, 781 management influence on 695, 703 for managers 442, 768

and motivation 16, 144, 160, 167, 168, 169, 171, 179, 180, 418, 528

need for 592, 620

and organizational conditions 54

restoration of 629

and wellbeing 16, 415, 791 Availability heuristic 338–339 Avoidance

and conflict 597, 598 of regret 345

of uncertainty 128, 702–703 Avoidance conditioning 265–266

B

Backstabbing 580, 587 Balanced scorecard 133 Bank of America 376, 675 Bank Wiring Group 448–449 Barclays 671

Bargaining collective 184, 186 distributive 601

in groups 574

as political tactic 586, 601–602 Baring Securities 673

Beale, Inga 689–690 Behaviour, planned 403–406

Behaviour modification 270–276, 809 modelling 270, 272

organizational 272, 274 shaping 270–271

in the workplace 273–274

Behavioural contingency management model for organizational behaviour modification 272

Behavioural finance 344–349 escalation of commitment 347–349 framing 346–347

prospect theory 345 regret theory 345–346

subjective rationality 344–345 Behavioural genetics 76

Behavioural objectives 303. See also Training objectives

Behavioural perspective 59–62 imitation 60

reinforcement 59–60 situational variables 61–62 socialization 60–61

Behavioural psychology 6 Behavioural role modelling 305–306

Behavioural styles, impact of culture on 520 Behaviourist approach/behaviourism 4–5, 809 Behaviourist theory of learning 142

Belbin’s approach 495–496 Belief congruence 385 Beliefs, evaluative 406

Benchmarking 175, 658, 661, 662

Benefits

bonuses 190–191 gain sharing 191–192 on-the-job 197 off-the-job 197

profit sharing 190–191, 410, 488 stock option plans 192–193 stock ownership plans 193

See also Extrinsic rewards Bennington College 447 Bercow, John 782–783

Bet your company culture 684, 809 Bethlehem Steel Company 8 Bezos, Jeff 551

Bias

for action 683 attribution 236

confirmation bias 340, 343 false uniqueness 143

in-group 471–472 hindsight bias 343–344 over-confidence bias 343 in perception 229

in performance appraisal 129–130 reducing 344

risk aversion 343 self-serving 143

ultimate attribution bias (error) 236 unconscious 102

“Big Five” factor theory 49–52, 166, 809 agreeableness (likeability) 49–50

and applicant interviews 98 and career choice 320

compared to Eysenck’s system 51 conscientiousness 50

emotional stability 50 extraversion 49

fake-proof measure of personality traits 93 and high-performance teams 487

intellect (openness) 50 leadership traits 512

personality dimensions and traits 50 and team diversity 499

and team leadership 479 Billie, Josef 205

Biographical information 105–106 Bion, Wilfred 41, 446

Blair, Tony 515

Blum, C. 349

Boardroom sub-culture 672 Body language 237–238, 246 Body Shop 249, 377

Boeing 620–621, 654, 682 fixing the culture at 687

Bonus and profit-sharing 190–191, 193, 410, 488,

809

Boundaryless career 326

Boundaryless organization 549–550, 649–650, 809 Bounded rationality model 336–342, 809

intuition 341–342 satisficing 340

sequential consideration of alternatives 337 use of heuristics 337–340

Brain hemispheres 354–356 Brain writing 360 Brainstorming 359–360, 809 Brainwashing 393, 457 Branching 270

Brand perception 226

Branson, Richard 363, 366, 367, 512, 518, 548, 551, 677

Brazil, GLOBAL leadership research project 559 Bribery 350, 378–380

Briner, Rob 12

British Airways 189, 651

British Museum 726–727 British Oxygen Company 208

British Psychological Society (BPS) 315 British Telecommunications (BT) 181, 651, 692 Brown, Gordon 782

Buckley, George 550

Buffett, Warren 551 Bullying 781–784

awards for bullied employees 783–784 by those in positions of power 782–783

Bureaucracy

at Boeing 620–621 classical 8–9

dysfunctional aspects of 615–616 formal rational 9

machine 626 professional 626 Weber’s ideal 613–615

Burnout 156, 547, 687, 758–759, 764, 768, 790, 799, 809

Bush, George W. 515 Business ethics 375–380, 809

and bribery or extortion 378–380 codes of ethics 377

and corporate governance 377 fraudulent practices 375–376 See also Ethical issues

Business process re-engineering (BPR) 18, 198, 555, 655, 659–660, 738–739, 809

C

Call centres 651, 653

Cameron, David 409

Cantor Fitzgerald 784

Capellas, Michael 553

Career anchors 320–321

Careers and career development 319–326 career choices 319–321

career development and talent management 322–326

in Japan vs. US 680 and stress 783–784

and talent management 322–326 Case studies 26, 304, 809

Cattell’s 16 PF test 46, 47, 82–83, 809 Cautious shift 463

Center for Creative Leadership (US) 516, 560 Center for Future Storytelling 251

Central route to persuasion 395 Central tendency 130 Centralization 618–620

Chain of command 10, 587, 616, 617 Chairpersons (CH) 494–495 Charisma 547–549, 809–810 Checkley, Harvey 513

Chernobyl disaster 468, 472 Child 42, 810

China

business culture in 706 business ethics in 378

GLOBAL leadership research project 559 Chronological age (CA) 86–87

Chrysler Corporation 249, 551. See also DaimlerChrysler

Chunks 285–286 Cisco 480 Citibank 623 Citigroup 671

fixing the culture at 688–689 Clairvoyance 210

Clarke, Philip 688

Classical bureaucracy 8–9, 810 Classical conditioning 260–263, 810

conditioned learning 263 discrimination 262–263 emotional reactions 262

extinction and spontaneous recovery 261 generalization 261–262

unconditioned and conditioned stimuli 260–261

Client relationships 170–171 Cloud communication 240 Coaching 306–307, 309

executive 307

and leadership 502

in process consultation 743 Co-acting group 429, 810

Co-action 453–455 Coalescing 577 Coalition 574

Coal-mine mechanization 629

Codes of ethics 377. See also Business ethics; Ethical issues

Coding 286–287

Coercive power 569, 571–572, 573, 810 Cognition, ecological approach to 294 Cognitive (process) theories 151–162

equity theory 161–162 expectancy theory 157–160 goal-setting theory 151–155 vs. process theories 162–163

reinforcement vs. expectancy theory 160 self-determination theory 151

self-efficacy 155–156 Cognitive approach 5–6, 810

Cognitive behavioural therapy (CBT) 5, 795–796,

810

Cognitive dissonance theory 397–399, 810 Cognitive evaluation theory 150–151, 810 Cognitive imbalance 397

Cognitive learning 276–278, 810 insight learning 276

latent learning 276

skills acquisition 276–278 Cognitive perspective 62–68

field dependency-independency 67–68 internal-external locus of control 62–64 proactive personality 66

self-efficacy 64–65 self-monitoring 65–66 sensation-seeking 66–67

Cognitive psychology 5, 6, 70 Cohesiveness/Cohesion 431–433, 810

and loyalty 463

and productivity 432–433 Collaboration 597

Collective unconscious 39, 810

Collectivism 128, 162, 453, 598, 701, 703, 704, 708, 810–811

Colour

effects attributable to 213 psychology of 212–213

Colour adaptation 216, 811 Colour-blindness 205–206

Commitment. See Organizational commitment Common goals/objectives 427, 610, 811 Communication

and attitude change 389–396

attitude dissimilarity or similarity 392–393 body language 237–238, 246

cloud 240 controlling 583

credibility of source 394–395 cross-cultural factors 246

and the grapevine 243–244, 248 on high-performance teams 487 improving 248–251

information and communication technology (ICT) 238–241

in large batch and mass production firms 635 nonverbal 237–238, 244–245

one-sided 389 one-way 303–304

online labour platforms 241–242 open 588

by opinion leaders 393–394 oral and written 236–237 organizational 10, 670 overhearing 395

and perception 236 persuasion 393

public commitment 390

sequence of presentation 390–391 as source of conflict 593

threats and fear 391–392

in times of organizational change 735 two-sided 389

using stories 669–670, 694–695 Communication channels 616 Communication cycle 244 Communication difficulties

bruised ego 247 cultural influences 246

emotion and social anxiety 247 encoding difficulties 245–246 environmental factors 247 inability to think clearly 245

incomplete feedback and silence 248 misrepresentation or lying 248

noise 246–247 rumour 248 selectivity 247 and tone 246

Communication networks 243–244, 433–434, 811 Communication skills

active listening 251–252 feedback skills 253–254 training needed 302

Communication Workers Union (CWU) 774 Company workers (CWs) 494

Compaq Computer 581 Competence/Competencies 74, 310

critical 97

management 310, 320, 353 technical 9, 320, 324, 540, 614 See also Core competencies

Competency-based pay 195–196 Competing Values Framework (CVF) 685 Competition

and conflict resolution 597, 598 external/internal 432

global 18, 300, 658, 661 inter-group 164, 444, 469

Competitiveness 146, 186, 385, 685, 738, 777 Completer-finisher (CF) role 495

Compliance 387, 398, 448, 811 Compromise 230, 297, 436, 450, 521, 590,

597–598, 601, 647, 736 Computer-assisted instruction 304 Confirmation bias 340, 343 Conflict 588–603, 811

affective 589

in bureaucracy 615 cognitive 589

constructive 589, 595–596 defined 568, 589 destructive 591 dysfunctional 591 emergent 592

functional 589, 591 group 592 individual 591–592 institutionalized 592

interactionist perspective 590 inter-role 440

intra-role 440 intra-sender 440

justification for selective use of 595–596 person-role 440–441

pluralist perspective 590 sources of 593–595 unitary perspective 590

See also Conflict management Conflict frame 589

Conflict management accommodation 597 avoidance 597 collaboration 597 competition 597 compromise 597–598

formal negotiations 601–603 influence of culture 598

in organizational development 747–748 situational factors 598–600

styles of 596–598 superordinate goals 600–601

Conformity hypothesis 453

Conscientiousness 50, 52, 98, 101, 108, 190, 320, 419, 444, 479, 487, 499, 512, 540

Consideration 550, 811 Consistency theories 811

balance theory 396–397

cognitive dissonance theory 397–399 Constancy 222–223, 811

Consultation 527, 575 process 492, 742–744, 749

Content theories of motivation 142. See also Need theories

Contingency approach 17, 811

Contingency theories of leadership 17, 524 attribution perspective 541–542 Fiedler’s Model 528–530

Hersey-Blanchard situational model 540–541 influence-power continuum (IPC) 526–528 leader-member exchange (LMX) theory 536–537 leadership continuum 524–526

normative model 530–536 path-goal theory 537–540 redefinition of leadership 544 situational leadership theory 544

substitutes for leadership 542–544 Contingency theories of organization 17 Continuation, principle of 221 Continuous change process model 811

Continuous professional development (CPD) 315–316, 419

Continuous reinforcement 267–268, 811 Contract staff 644–646

Contracting 576–577 Contrast 213, 393 Control

effective 677

in Japan vs. US 680–681

Control theory of motivation 163, 811 Convergent Technologies 481 Convergers 352

Cooper, Cary 145, 758, 802 Co-opting 577 Coordinators 495

Corbyn, Jeremy 384

Core competencies 19, 648, 655, 811 Corporate culture 667–668, 811. See also

Organizational culture

Corporate governance 377, 662–663 Corporate hospitality 380

Corporate memories 691–692, 811 Corporate social responsibility (CSR) 411, 430 Cosmopolite 243, 811

Counselling 309, 811

in process consultation 743 workplace 803–805

Counteracting groups 429, 812

Counter-productive work behaviour (CWB) 416–417 Cox, Laura 783

Creativity 282

characteristics of creative individuals 357–358 computer-aided creative problem solving 351 enhancing 359–364

entrepreneurial 321 and innovation 356–357 in leaders 551

stages in the creative process 358–359 team 363

ways of becoming more creative 361 See also Innovation

Crédit Lyonnais Rouse 784

Critical incidents approach 96, 318, 411–412, 812 Cross-functional teams 479–480, 812

Cultural issues

achievement vs. ascription 704–705 in attribution theory 235–236

in communication 246 in conflict 598

in decision making 349 diversity 705–707

and diversity training 302–303

global framework for assessing cultures 705 and globalization 696–697

in goal-setting 155 hierarchy of needs 145

individualism vs. collectivism 704 individualism-collectivism 703 and the JCM model 172

job satisfaction and hygiene issues 150 and justice 162

and leadership 558–559

and leadership styles 519, 520 masculinity-femininity 703–704 and motivation 165–166

in negotiation 602–603 neutral vs. affective 704

with performance appraisal 128 and power 575–576

power distance 701–702 and risk tolerance 345

specific vs. diffuse relationship 704 team diversity 499

Trompenaars contribution 704 uncertainty avoidance 702–703 universalism vs. particularism 704 See also Organizational culture

Customer grouping 622, 812 Customers, closeness to 683 Cybernetics 163

D

DaimlerChrysler 248–249, 378, 676–677, 697 Dark side of personality 54, 513, 548, 562, 812 Davidson, Jonathan 514

Day reconstruction method 409 Dealing room sub-culture 672–673 Decentralization 618–620, 701–702

of authority 557, 657, 661, 738 Decision biases and errors, 812

confirmation bias 343 hindsight bias 343–344 over-confidence bias 343

reducing biases and errors 344 risk aversion 343

Decision cycle 333–334, 812

Decision making

adaptors vs. innovators 356 approaches to 332–333

bounded rationality model 336–342 convergers and divergers 352

and culture 349 decision styles 352–354

decision-support systems 350–351 econological model 334–336

and ethics 349–350

implicit favourite model 342–343

individual and organizational influences 351–356 investment 340

in Japan vs. US 681 latitude in 770–772

left-brain and right-brain 354–356 personality and cognitive style 351–352

Decision types 331–332 non-programmed/unstructured 332 programmed/structured 332

Decision-support systems 350–351, 812 Deepwater Horizon oil rig 647–648 Defence mechanisms 230, 381, 794, 812 Delayering 654–657, 763

Delphi groups 461–462, 812 Dependability 52, 115, 555 Dependent variables 21, 812 Descriptive statistics 21, 812 De-skilling 8, 643, 662 Deutsche Bank 675

Development. See Training and development Diagrammatical ability tests 89–90 Differential thresholds 215–217, 812

Digital tools--online labour platforms 241–242, 812 Dilemma theory 704

Discrimination 262–263, 812 Disposition effect 345, 346 Dispositional attribution 232 Distress. See Stress

Distributed (paced) practice 297–298 Distributive bargaining 601 Distributive justice 162

Divergers 352 Diversity

cultural 705–707 gender 479

in a strong culture 674 in teams 479, 499–500 Diversity training 302–303

Division of labour 9–10, 478, 610, 612, 615, 617, 618, 639, 641, 660

Document analysis 25–26 Domino’s Pizza 251 Dotted line reporting 647 Dow Corporation 623

Downsizing 18, 103, 140, 157, 555, 580, 593–594, 609, 644, 651, 654–657, 664, 679, 727, 763, 803

Dream analysis 40 Drive theory 138

Dual-factor theory 147–149, 168 criticisms of 149–150

Duke, Mike 511 Dulewicz, Victor 88

Dysfunctional or destructive conflict 591, 812 Dysfunctional stress. See Stress

E

Early retirement 789 EBay 668

Ebbers, Bernard 553 Econological model 334–336, 813 Economic recession 188–189 Ego 36–37, 813

bruised 247

in transactional analysis 42

Ego defence mechanisms 38–39, 230, 381–382 Egypt, GLOBAL leadership research project 559 Elaboration likelihood model 395

E-learning 313–315, 813 Emergent conflict 592, 813 Emotion

and arousal 139, 141

and job satisfaction 407–409 and memory 293

and social anxiety 247 at work 140

Emotional attunement 73

Emotional Competence Inventory (ECI) 88 Emotional intelligence (EQ) 73–74, 561, 813

criticism of 74

of leaders 515–516 Emotional management 73 Emotional Quotient Inventory 74

Emotional stability 50, 64, 512, 540 Emotions

neutral vs. affective 704

in the work environment 410

Employee assistance programmes (EAPs) 802–803,

813

Employee commitment 662, 677, 679, 694 Employee engagement 419–420, 813 Employee turnover 10, 149, 273, 326, 413, 414,

416, 417, 418, 433, 442, 523, 537, 547, 595, 613, 615, 662, 694, 695, 780, 799, 800

Employees commitment to 680

corporate concern for 681 Empowerment 579, 813

leader’s role in 502–503

as motivational concept 174–175

Encoding 245–246, 285–287 Enron 376, 377

Entrepreneurs/Entrepreneurship 683, 813 in a corporate setting 365–366

vs. intrapreneurs 365–367 and values 373

Environment

differentiation and integration 631 disturbed reactive 628

effect on intelligence 74–76 eternal 627

vs. heredity 74–76 internal 627

open systems 627–628 placid clustered 628 placid randomized 628

population ecology 633–634 resource dependency 632

socio-technical systems 628–630 turbulent fields 628

uncertainty in 630–631 Equity theory 161–162, 813 ERG theory 145–146, 813

Escalation of commitment 347–348, 813 Essays, for performance appraisal 119 Esteem needs 143–144

Ethical issues 27, 813

and advanced technologies 179 in behaviour control 274

in classical conditioning 263 in decision making 349–350 in leadership 548, 555–556 in organizational culture 697

in organizational politics 587–588 in psychological testing 95

See also Business ethics

Executive coaching 307. See also Coaching Executive management exercise (EME) 493 Exit response 416

Expectancy theory 157–160, 340, 813

Porter and Lawler’s expectancy model 158–159 Vroom’s expectancy model 157–158

Expert power 569–570, 572, 813. See also Power External physical stimuli 211–215

absolute and differential thresholds 215–217 adaptation to physical stimuli 217

colour 212–213 contrast 213, 214 movement 213 novelty 213 position 211–212 repetition 211

safety precautions 214–215 size 211

External validity 23–24, 813 Externals 62–63

Extinction 261, 264–265, 813–814 Extortion 378–380

Extraneous variables 21, 814 Extra-sensory perception 210–211

Extraverts/Extraversion 39, 49, 52, 83, 512, 814 Extrinsic rewards 150–151, 152, 154, 159, 183–184

bonus and profit-sharing 190–191 determination of rewards 184, 186 executive remuneration 191 external influences 186

flexible benefit system 196–197 gain sharing 191–192 on-the-job benefits 197

long-term compensation 192–193 off-the-job benefits 197

pay in a gender context 185 payment by results (PBR) 189–190 pensions 197

performance-related pay (PRP) 193–194 purpose and philosophy 184

skill-based pay (competency-based pay) 195–196

stock option plans 192–193 stock ownership plans 193 time rates 186–188

Exxon-Mobil 378

Eye contact 238, 252, 549 Eysenck, H. J. 48–49

Eysenck Personality Inventory (EPI) 83

F

Facebook 241, 250, 551. See also Social media Facial expression 237

Fairness standards 111–112 False uniqueness bias 143, 814 Favouritism 471–472

Favours 231

Fear 139–140, 262

of failure 140, 147, 344, 361, 758 and social affiliation 454

threats and 391–392, 518, 549 of the unknown 731

Fear arousal 391–392 Fear index 349 Feedback

from action research 26 in coaching 306, 309, 743

and the communication cycle 244, 251 from companies 83

computer-based 132 constructive 791 cultural response to 128 from customers 659

and the decision cycle 333 from employees 175, 412 extrinsic 277–278, 296

face-to-face 132, 236 feedback loop 160, 163 formal 127, 128 frequent 171

and goal-setting 154, 163, 253, 489, 798 from the grapevine 244

for groups 173, 552, 743 immediate 273–274, 304, 374 inadequate 405, 562 incomplete 248

informal 122, 127, 183 infrequent 171 internal 296

interview 81, 126–127, 134, 229, 582 and job enrichment 168, 171–172 and job satisfaction 411, 412 kinaesthetic 209

and the learning process 277–278, 278, 282, 296–297, 303–304, 306, 314, 317, 552

for managers 175, 552 in mentoring 308

and motivation 169, 171–172, 517 multirater (360-degree) 74, 88, 118, 121,

122–125 need for 545

negative 51, 144, 156, 254, 465 opening channels of 171

on organizational citizenship 419

on performance 117, 118, 120, 121, 122, 348, 374, 439, 503, 746

positive 64, 144, 419 potency of 489

in process consultation 743 regular 146

from sales force 149 and self-efficacy 157 self-generated 154 sensitive 102

skills 253–254

from social media 250 specific 171

from superiors 10, 117, 122, 132, 269, 517, 780 survey feedback (organizational development)

741–742

survey technique 23, 740–742 sympathetic 95

in a system 17 on training 317 written 237

Femininity 701, 703–704

Fernberg, Kenneth 191 FIDO principle 245, 814

Fiedler’s model 528–530, 814

Field dependency-independency 67, 67–68 Field experiments 22–23, 814

Finney, Mark 782

Fiorina, Carly 581

First Direct 478 Fixation 38 Flattery 231, 574 Flexibility

financial 645 functional 644–645

Flexible benefit system 196 Flexible firms 644–645 Flexible work schedule 410 Flexitime 180, 410, 763

Flight or fight 445–446, 756–757, 777 Fluid intelligence 76

Flynn effect 76

Forced distribution 120–121 Ford Motor Company 512, 660

Foreign Corrupt Practices Act (FCPA) 378 Forgetting 292–293

Formal group 428, 814 Framing 346–347 France

business culture in 706 business ethics in 378

“game of death” television show 457 GLOBAL leadership research project 559 use of handwriting analysis 108 management style in 706

offshoring in 653 unemployment in 785

workplace suicides 763, 767–768 France Telecom 767–768 Fraudulent practices 375–376

Free association 40 Freud, Sigmund 35

critiques of 39–40

structure of personality 36–37 Friendliness 574, 575

Frustration 138–139 Fujitsu 693

Fuld, Dick 782

Functional grouping 621, 622, 659, 814 Functional or constructive conflict 589, 591,

595–596, 814

Fundamental attribution error 235

G

g factor 59, 814

Gain sharing 191–192, 488, 814 Gantt, Henry 8

Gatekeeper role 243, 814 Gates, Bill 677

Gender

and achievement tests 92 differences in leadership style 542 diversity in teams 499 employment gap 383

and intelligence 77

and leadership 557–558 pay gap 185

and socialization 60–61 Gender identity 61

General Electric (GE) 362–363, 511, 549–550, 551, 553, 649

accounting fraud charges 376 General Motors (GM) 167, 248

fixing the culture at 690 Generalization 261–262, 814 Gent, Christopher 553 Germany

corporate culture in 696–697, 706 management style in 706 unemployment in 785

Gerstner, Lou 550, 553, 677–678, 712, 713 Gestalt laws of organization 220–222, 814

area 220 closure 222

common fate 221–222 continuation 221 proximity 220 similarity 220–221

Ghana Airways 504

Gilbreth, Frank 7–8

Gilbreth, Lilian 7–8 Glass ceiling 785

GLOBAL leadership research project 559 Globalization

and cross-cultural issues 303

and the psychological contract 415 and values 373

Globally integrated enterprise 651–652 Goal displacement 615

Goals 142

common 427, 610, 811 Goal-setting theory 151–155, 163, 814

evaluation of 154–155

expanded model of goal-setting 153

goal acceptance and goal commitment 153–154 goal difficulty 152–153, 155

goal specificity 153, 155 Lathm and Locke’s model 153 participation 154

Goodbody, Jenny 483

Goodwin, Fred (“the Shred”) 561, 672 Gordon Personal Profile 93

Gossip 248

Gould, Larry 40–41, 446

Graduate Management Admission Test (GMAT) 90 Grapevine 243–244, 248, 814

Graphic rating scales 118, 118–119 Graphology 85, 108–109 Graphonomy 85

Greenbury Report 192

Greenspan, Alan 375–376 Grid development 745–746 Group characteristics

cohesiveness 431–433

communication and interaction 433–434, 436–437

functional and non-functional behaviour 435–436

open-plan or landscaped office 437–438 personal space 437

social norms 429–430 spatial factors 437

work group structure 438–445 Group decision-making 458–460

attractiveness of 459

belief in the rectitude of the group 465–466 cautious shift 463

cohesion and loyalty 463–464 Delphi groups 461–462 erecting a protective shield 467 group polarization 463 groupthink 463–465, 467–470 illusion of invulnerability 465 illusion of unanimity 466–467 interacting groups 460

negative views of competitors 466 nominal groups 460–461

promoting effective group problem solving and decision making 458

risky shift 462–463

sanctity of group consensus 466 Group demography 442–443, 815 Group polarization 463, 815

Group processes

co-action and affiliation 453–455 inter-group behaviour 470–472 psychoanalytical 445–446 reference groups 446–448 social comparison 448–453 social control 455–458

See also group decision-making Groups

characteristics of 429–434, 436–438 co-acting 429

conflict in 592 counteracting 429

culturally heterogeneous 443 defined 427–428 demography of 442–443 formal or informal 428

functional and non-functional behaviour in 435–436

heterogeneous 442 homogeneous 442

minority influence in 452–453 primary or secondary 428–429

project 647

reasons for joining 428 reference groups 429 self-directed 445 types of 428–429

work group structure 438–445

See also Group characteristics; Group processes; Reference groups; Teambuilding; Work groups

Groupthink 463–465, 815 consequences of 467–468 counteracting 468–470 research on 470

Growth curve model of change 714–717, 815 Gupta, Desh Bandhu 323

H

Halliburton 379

Halo effect 228–229, 247, 815 Halo error 130

Handwriting analysis 85, 108–109 Handy, Charles 644

Happiness 408–409 Happiness movement 409 Harrison’s four types 679, 815 Harvey-Jones, John 695 Hawthorne effect 15, 23

Hawthorne studies 13–15, 448–449 Health-promotion programmes 799–802 Hearing 206–207

Hearing protection 207 Heredity 74–76

Hersey-Blanchard situational model 540–541, 815 Heterogeneous groups 442, 815

Heuristics 815

anchoring-and-adjustment heuristic 339–340 availability heuristic 338–339

representative heuristic 337–338 Hewlett, Walter 581 Hewlett-Packard 362, 581, 674 Hierarchy

associative 288

of authority 9, 639, 657, 659 organizational 9, 616

Hierarchy of needs 142, 144–145, 815 Higgs, Malcolm 88

High-involvement work practices 659 High-performance systems (HPS) 661–662, 815 High-performance teams 486

capacity to tap external resources 489 characteristics of 478–490, 487 commitment 488

conflict in 489 familiarity 488

high mutual trust 488 leadership 488

mental models 487–488

personality, abilities, and skills 486–487 potency 488

reflexivity 489 rewards 488 size 488

team efficacy 488 Hindsight bias 343–344 History Factory 692

Hogan Personality Inventory 85

Home-work interface 789–790. See also Work-life balance

Homogeneous groups 442, 815 Honda 188, 693

Honeywell International Inc. 560 Horizontal job loading 149, 168 Horkulak, Steven 784

Horns effect 229

Horta-Osório, António 765, 801 Hostile takeovers 675

Hostility 39, 42, 45, 57. See also Conflict Huberman, Bernardo 240

Hubris syndrome 514–515, 815 Hull’s theory of learning 138

Human relations movement 13–15, 815

Human resource management 11, 184, 312, 417, 522, 591, 684, 738, 816

Human resource theory 16 Human rights 377, 687 Humane orientation 705 Hygiene factors 148–149 Hyperthermia 208 Hypomaniac managers 54, 816 Hypothermia 208

Hypothesis 22, 816

I

Iacocca, Lee 551

IBM 124, 250–251, 280, 499, 511, 550, 553, 572, 634, 650, 652, 656, 658, 677–678, 682, 701, 703, 707, 712–714, 717

Id 36, 816 Identification 387, 816

Idiographic approach 34–35, 816 I-E scale 64

IKEA 695

Illusions 223–225, 816 Ames room illusion 224 moon illusion 223–224 movement illusions 225

Imitation 60

Immelt, Jeffrey 376, 553

Imperial Chemical Industries (ICI) 695 Implementers 494

Implicit association theory 102

Implicit favourite model 341–342, 816 Implicit personality 228, 254, 816 Implicit personality theory 228 Impression management 231–232, 816

Incentives 142. See also Extrinsic rewards; Reward systems

Incivility 781, 783–784 Incubation 359, 816 Independent variables 21, 816

Individualism 52, 128, 162, 165, 453, 501, 658, 673, 701, 703, 704, 708, 816

Indoor/outdoor exercises 312–313, 816 Industrial Fatigue Research Board 10 Industrial Health Research Board 10–11 Industrial noise 207

Industrial psychology 10–13, 816 Inferential statistics 21, 816

Influence-power continuum (IPC) 526–527, 816 Informal group 428, 816

Information and communication technology (ICT) and the appraisal process 132

and e-learning 313–315

in virtual organizations 648–649 Information overload 246 Infrasound 206

Ingratiation 574, 575

In-group, subordinates in 537 In-group behaviour 386

In-group bias 471–472

Initiating structure 519, 540, 817 Innovation 282

and creativity 356–357 and decision making 356 examples of 362–363

implementation of 363–364 open vs. closed 364–365 in organizational culture 685 promotion of 678

and risk 362, 365 See also Creativity

Innovators 356

Insight 359, 381–382, 817 Insight learning 276 Insourcing 240, 653–654, 654

Institutionalized conflict 592, 817 Instrumental conditioning 265 Integrative importance 576 Integrative thinking 480 Integrity 101–102

Intellect (openness) 50 Intellectual stimulator 549–550 Intelligence 68–74

and age 77 componential 71

componential functioning 71

contextual 71

contextual functioning 71 and creativity 73 development of 72–73 emotional (EQ) 73–74 experiential 71 experiential functioning 71 factorials approach 69–70 fluid 76

g factor 59

Gardiner’s multiple intelligences 72–73 and gender 77

Guilford’s model 70

heredity vs. environment 74–76 information-processing models 70–73 interpersonal 72–73

intrapersonal 72 kinaesthetic 72 in leaders 511 models of 68–74 musical 72 non-traditional 72 and race 75

s factor 68–69 six types of 72

Spearman’s hierarchical model of 69 Sternberg’s view of 71–72

structure of the intellect 70 study of 34

theory of intelligence 71–72 Thurstone’s primary mental abilities 69 See also Intelligence tests

Intelligence quotient (IQ) 87 Intelligence tests 86–88

Emotional Competence Inventory (ECI) 88 emotional intelligence questionnaire 88 Mayer-Salovey-Caruso Emotional Intelligence

Test (MSCEIT) 88 novel items used in 86

Stanford-Binet Intelligence Scale 87 use for personnel selection 100–103 Wechsler intelligence scales 87–88

Intensity of motives 218, 817 Interacting groups 460, 817 Interaction process analysis 434 Interactional justice 162 Interdependency 427, 434, 593 Interference 293, 817

Inter-group development 744–745 Intergroup discrimination 471 Intermittent noise 206

Internal validity 24, 817

Internal-external locus of control 817 Internalization 387, 734, 817 Internals 62–63

Internet, use for job applicant selection 109–111 Interpersonal perspective 54–59

personal construct theory 56–59 self vs. reality 55

self-concept 54–56 Interpersonal relationships 427 Interrater reliability 129 Interviews 24

for applicant selection 97–100 competency-based 100 feedback 126–127

for measuring job satisfaction 413 situational 100, 103

structured vs. unstructured 99–100 Intra-attitude consistency 372 Intranet 642

Intrapreneurs 365–367, 817

Intrinsic motivation, in creative individuals 358 Intrinsic rewards 141, 150–151, 152, 154, 159, 488

employee recognition programmes 183 and motivation theory 183

Introvert 39, 817

Intuition 341–342

in decision making 352 Investment

and the conformity hypothesis 453 and escalation of commitment 347 framing in 346

and prospect theory 345 and regret theory 345–346

Investor psychology or Behavioural finance 817. See also Behavioural finance

Irish Republic, work ethic in 375 Isolate 243, 817

Isolated dyad 243, 818 IT it 652

J

Japan

bribery laws 378 customer language in 651 group cohesiveness in 433 induction training in 306

organizational culture in 679–682 organizational culture in banks 681–682 outsourcing in 651–652 performance-related pay (PRP) in 693 quality circles in 481

seniority vs. merit in 693 work ethic in 374–375

Job analysis 95, 818 colleagues’ reports 96 critical incidents approach 96

criticism of traditional job analysis 96–97 direct observation 96

job holder’s reports 96 post-job analysis 97

Job applicant selection

applicants with disabilities 111–112 assessment centres 103–105 biographical information 105–106 drug testing 111

fairness standards 111–112 graphology 108–109 interviews 98–100 medical examinations 111 polygraphy 108–110

psychometric tests 100–103 references 106–107 reliability 114–115

telephone screening 107–108 testing for integrity 101–102 trends in selection 115

using the Internet 109, 111 utility 115

validity 112–114

work sample tests 103

Job characteristics model (JCM) 168–171, 818 evaluation of 171–173

Job complexity 619 Job control 770–772 Job demarcation 643 Job descriptions 96, 97 Job design 166–183

autonomous work groups 173

British Telecommunications (BT) initiatives 181–182

and empowerment 174–175 five core job characteristics 169 and groups 173

for groups 173–174

impact of artificial intelligence (AI) and automation 179

and the job characteristics model (JCM) 168–173 and job enlargement 168

and job enrichment 168 job enrichment 175–176 and job rotation 167–168

and job specialization 166–167

and lean production systems 176–178 and new technology 178 telecommuting 180, 182–183

at Toyota 177

work schedules 180–181 worker flexibility 180

Job diagnostic survey 169, 172 Job dissatisfaction 414, 415–417 Job enlargement 168, 410, 818

Job enrichment 160, 168, 175–176, 178, 410, 818 Job hygiene 148

Job performance appraisal 115–133 administering the appraisal 122–125 assessment centres 121–122 balanced scorecard 133 behavioural observation scales 120

behaviourally anchored rating scales 119–120 comparative evaluation 120

criteria for 117–118 cultural considerations 128 essays 119

forced distribution 120–121 goals of 116–117

graphic rating scales 118–119 multi-rater comparative evaluation 121 paired comparison 120

problems with appraisal 128–132 ranking 120

team appraisal 132–133 techniques 118–122

use of appraisal information 125–127 Job redesign 410

Job rotation 149, 167–168, 410, 818

Job satisfaction 148, 149, 167, 406–407, 818 causes of 409–411

and emotion 407–409

and genetic disposition 406–407 linked to job performance 413–414

measurement using critical incidents 411–413 measurement using interviews 413 measuring 411–413

outcomes of 413–415 and pay 187

Job satisfaction rating scales 411–413 Job sharing 180

Job specialization 166–167, 818 Job specification 97

Rodger’s seven-point plan 97 Jobs, Steve 479, 545–546, 551 John Lewis Partnership 420 Johnson, Gerry 716

Johnson, Luke 757–758

Jung, Carl 39, 52–53, 352, 353 Jung’s typology 52–53, 53, 818 Justice

distributive 162 interactional 162 procedural 162

Just-in-time (JIT) 657–658, 818

K

Kelleher, Herb 551, 677, 695

Kellogg, Brown and Root (KBR) 379

Kemprad, Ingvar 695

Keyboarding 240

Kinaesthesis 209

Knowledge declarative 278 of employees 301

function of attitudes 382 job-related 511 procedural 278

tacit 308

Knowledge, skills, and attitudes (KSAs) 301 Knowledge management 278–280

downsides of 280–281 Knowledge workers 644 Kodak 481

Kokino robotto 178

L

Laboratory experiments 22 Labour, mobility of 18 Land, Edwin 551 Landscaped office 437–438 Lateral leadership 556–557 Lateral thinking 360

Law Care 764 Law of effect 263

Law of repetition 263

Leader-member exchange (LMX) theory 536–537,

818

Leaders

charismatic 613–614 derailed 560–563

emotional intelligence (EI) of 515–516 idealized influence of 549

level-5 553 path-goal 540

selection and training of 551–552, 551–553 See also Leadership; Leadership style

Leadership 410 achievement-oriented 538 authentic 553–554 autocratic 516–518

and conflict 593 contemporary trends 544–553 culture and 558–559 democratic 516–518

directive 537 dysfunctional 513–515 effective 501

and ethics 555–556 gender and 557–558

grid technique for inter-group development 745–746

in groups 444–445

on high-performance teams 488 laissez-faire 517

lateral and upward 556–557 vs. management 509–510

negative traits 415

Ohio leadership studies 519 in an orchestra 543

and outsourcing 652–653 participative 538, 780 and power 568 redefinition of 544 servant leadership 556 substitutes for 542–544 supportive 537–538

in teams 500–503 transactional 544 transformational 357, 558 and trust 501, 554–555

See also Leaders; Leadership style Leadership continuum 524–525

forces in the manager 525 forces in the situation 526 forces in the subordinate 526 other factors 526

Leadership derailment 560–563, 818 Leadership development programmes 552 Leadership grid 520–521, 818

Leadership neutralizers 542–543 Leadership style 516–518

benevolent authoritative 519 charismatic 547–549

consideration and initiating structure 519 consultative 519

creative 551

cultural influences on 705–706 exploitive authoritative 518 impact of culture on 520

on the influence-power continuum 527 intellectual stimulator 549–550

the leadership grid 520–521 Likert’s four styles 518–519

three dispositions of the subordinate 538 transformational 544–545 transformational vs. transactional 546–547 visionary 550–551

See also Normative leadership; Participative leadership

Leakey, David 782–783 Lean organization

benchmarking of decisions 661 customer-focused operating units 658–659 devolved decision making 659 high-performance systems 658 just-in-time (JIT) 657–658

re-engineering of business processes 659–660

streamlined management control/tighter financial control 659

Lean production systems 176–178, 818

Learning 260 action 311–312

action learning 310

and behaviour modification 270–276 behaviourist theory of 142

classical conditioning 260–263 cognitive 297

cognitive learning 276–278 conditioned 263 continuous 281 double-loop 282 e-learning 313–315 insight 276

and knowledge management 278–281 latent 276

lateral 276

and the learning organization 281–287 operant conditioning 263–266 principles of operant conditioning in 160 programmed 269–270

and punishment 266–267 schedules of reinforcement 267–269 single-loop 282

styles of 311 team 282 vicarious 305

See also Transfer of learning Learning curves 298–299 Learning organizations 700 Learning theory 22

Least preferred co-worker (LPC) 528–530 Leaveism 758

Leeson, Nick 673 Legitimate power 818 Lehman Brothers 676, 782 Leniency 130

Liaison 243, 818 Libido 36

Lie detectors. See Polygraphy

Life cycle model of organization 818–819 Life happiness approach 409

Life satisfaction 415 Likert Scale 401–402, 819

Likert’s four styles of leadership 518–519, 819 Lincoln Electric 686

Linear programming 269–270, 819 Lloyds Bank 765, 801

Lloyds of London 689–690

Locus/Loci of control 52, 63–64, 234, 538, 778–779 in corporate culture 779–780

in cross-national culture 779 Logical error 228

Lombard, Didier 768

Long-term compensation 192–193 Long-term memory 284, 287, 293, 298, 819

hierarchical models 287–288

Loyalty 463, 464

Loyalty response 416

Lupin Learning Centre 324

M

Machiavelli, Niccoló 582

Machiavellianism 415, 582 Machine-paced work 770–771 Madoff, Bernard 375–376, 561 Male menopause 784 Management

by deeming 718 hands-on 683

vs. leadership 509–510 participative 798

by wandering around 362

See also Human resource management; Leadership; Managers

Management by objectives (MBO) 155, 746–747 Management competencies 310, 819 Management development 309–310 Management of Health and Safety Regulations

(1993) 766

Management team development 491 Belbin’s approach 492–493, 495–497 chairperson (CH) role 494–495 company worker (CW) role 494 completer-finisher (CF) role 495 Dyer’s approach 492

monitor-evaluator (ME) role 495 plant (PL) role 494

resource investigator (RI) role 494 shaper (SH) role 495

team management wheel 497–498 team role behaviour 496

team roles 494–495

team worker (TW) role 495 Managerial grid 520–521 Managers

decision styles of 354 expectations of success 575

as facilitators and coordinators 19 job-centred 519

on the leadership continuum 525 objectives of 575

traits, personal characteristics, and skills 510–518

See also Leaders; Management Manual dexterity tests 90 MarketPsy Capital 349

Marxism 374

Masculinity 541, 701, 703–704, 708 Maslow, Abraham 142, 144 Massed practice 297

Matrix organization 622–624, 819 Matsushita 644

Maxwell, Robert 375–376 May, Theresa 560

Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) 88

Mayo, Elton 13 McDonald’s 682, 684 Mechanical ability tests 90

Mechanistic systems 636–638 Meditation 793

Memory 283–294 chunking 285–286 and coding 286–287

conceptual similarity 289 effects of ageing 294 embodied 313

encode or process 285–287 episodic 284, 294

and forgetting 292–293 generic 284

hierarchical models 287–288 interference 293

long-term 284, 293, 298 malfunction of 284 mnemonics 290

personal system of categorization 289 postscript 294

primacy effect 293 recall 291–293 recency effect 293 and rehearsal 286, 293 retrieval 289–290

and schemata 286 and scripts 286

short-term 284, 285–287 store or retain 287–289 working 284–285

Mental age (MA) 86

Mental models 487–488, 819 Mentoring 307–309

Mergers and acquisitions 674–677 in banking 675–676

in manufacturing 676–677 unwelcome or hostile 675

Merrill Lynch 376, 675 Method of loci 290

Michigan Employability Survey 101 Micro specialization 618, 819 Microsoft 677

Milgram experiment 27, 456–457 Milner, Robert 782

Mind mapping 360–361 Mindfulness 796, 819 Minimum wage 187

Mintzberg’s coordinating mechanisms 624–627 Misperceptions 226–227

Misrepresentation 248

Mitbestimmung 697 Mnemonics 290 Mobil Corporation 378 Mobile work 649

Modelling 270, 272, 275–276, 819 behavior role 303, 305–306, 572 conceptual 308

vicarious 156

Monitor-evaluator (ME) role 495 Monochromats 205

Moods 247

and creativity 357

and job satisfaction 407–408 Moon illusion 223–224 Mootoo, Gaetan 687

Morgan, Dodge 35

Most preferred co-worker (MPC) 528 Motion sickness 210

Motion study 7–8

Motivating potential score (MPS) 169–170 Motivation 137

and arousal 139 content theories of 142 culture and 165–166 and fear 140

for political behaviour 582 social 143

via job design 166–183 See also Need theories

Motivation theories 144 achievement motivation 146–147

cognitive evaluation theory 150–151 control theory of motivation 163 dual-factor theory 147–150, 168 ERG theory 145–146

expectancy theory 340

Maslow’s hierarchy of needs 142, 144–145 need for power (N.Pow) 147

need to achieve (N.Ach) 146–147 reflection on 165–166

and skill-based pay 195

social identity theory 164–165 theory X 150

theory Y 150

and US culture 165–166

See also Cognitive (process) theories Motivators 148–149

Motives 138 Motor skills 209 Motorola 678

Mountleigh Developments 347 Mulally, Alan 512

Multi-rater system 124–125 Multi-team systems 478–479, 819

Myers-Briggs type indicator (MBTI) 53, 498, 819

N

N.Ach 146–147, 819 Narcissism 415, 512–513, 819 Narrow framing. See Framing

National Institute of Industrial Psychology (NIIP) 10–11

National Life Stories 692

National standards programme (UK) 310 National Vocational Qualification (NVQ) 310 Nature vs. nurture 74–76

Naviglio, Steve 774 Neale, John 690

Need for power (N.Pow) 147, 819 Need theories 142

Need to achieve (N.Ach) 146–147, 819 Needs 138

affiliation 143 esteem 143–144, 145 group-based 164

hierarchy of 142, 144–145 physiological 142, 145 relatedness 145

safety 142–143, 145 self-actualization 144, 145 social 143, 145

Needs assessment 300–303, 819–820 Negative affectivity 407–408

Negative reinforcement 59–60 Negotiation 601–603

and organizational change 736 Neo-human relations 16–17, 820 Network organizations 646–647 Neuber, Friedel 696

Neuropsychology and cognitive neuroscience 820 Neuroticism 83, 776

New technologies 738 Night vision 205

Nike 651

Nissan UK 177, 693

Noise, in communication 246–247 Nominal groups 460–461, 820 Nomothetic approach 34–35, 820 Nomura 676

Non-reinforcement 60 Nonverbal communication 820 Normative leadership 530–536

autocratic 531 consultative 531

decision tree for group problems 533–534 delegation 531

group-dominated 531

problem attributes and situations 531–532 Normative order 677–678

Norms

characteristics and purposes of 431 in conditions of uncertainty 450

group norms 450

group norms i n social comparison 448–453 in groups/teams 429–430 performance-related 433

supporting innovation 678 See also Social norms

Novelty gene 67 N.Pow 147, 819 Nuffield Health 802

Numerical ability tests 89

O

Obama, Barack 513 Obesity 111

Objective judgement quotient (OJQ) 121 Objective rationality 344

Observation 24–25 participant 25 structured 25 unstructured 25

Observation scales 120 Observational method 25, 820 Obsessionality 83 Occupational obsolescence 300 Occupational psychology 12–13

Offshoring 18, 240, 650, 651, 653–654 Ogoni people 377

On-the-job training 306 Open-plan office 437–438

Operant conditioning 22, 160, 263–266, 305, 820 avoidance conditioning 265–266

contiguity and contingent 264 extinction 264–265

positive and negative reinforcement 265 primary and secondary reinforcement 265 reinforcement 263–264

Opinion conformity 231 Opinion leaders 393–394 Opportunity power 570, 820 Organic systems 636–638

Organization and Organizations 6–9, 820 bureaucratic 613–616

common goals of 610 contemporary issues 17–18 contingency factors 17, 627–634 defined 609–610

delayered 617

formal and informal 612–613 informal 615

metaphors 611–612

Mintzberg’s coordinating mechanisms 624–627

neurotic 612

new organizational forms 644–663 objectives and policies of 610–611 principles of 9–10, 616–620

response to internal and external influences 18–20 strategic choice 640–641

structural groupings 621–624 systems approach 17

and technology 634–640, 641–642 traditional practices of 614 typology of 611

virtual 642

Organization for Economic Cooperation and Development (OECD), Anti-Bribery Convention 379

Organization theory 643–644 Organizational behaviour 6–7, 820

citizenship 419

classical bureaucracy 8–9 contemporary issues 17–20 contingency approach 17 disciplines 6

framework and issues 27–28 historical perspective 7–17 human relations movement 13–15

industrial psychology in the UK 10–13 neo-human relations 16–17 principles of organization 9–10 research methodology 20–27 scientific management 7–8

systems approach 17 Organizational change 674, 711

achieving successful transformation 716–717 action research approach 727–728

at the British Museum 726–727 change agents 721–723

continuous change process model 720–721 controlling resistance to 734–737

cycle of 714–717

difficulty of bringing about 718 drivers of 717–718

elements of successful change 728–729 emergent approach 723–724

formative phase 714

growth curve model of change 714–715 at IBM 712–714

influence of personality on 733–734 integrative phase 714–715

Kotter’s change process model 724–726 Lewin’s process model 719–720

life cycle model of organization 715–717 models of 719–728

normative phase 714

planning and implementing 717–718 resistance to 729–734

See also Resistance to change Organizational citizenship 419, 820 Organizational citizenship behaviour (OCB) 419 Organizational climate 670–671

Organizational commitment 820

and employee engagement 419–420 and organizational citizenship 419

and organizational commitment 415–420 See also Commitment

Organizational culture absorbing 669–670 achievement culture 679

adapting to globalization 696–697 bet your company 684

in the boardroom 672

changing and developing 686–697 Competing Values Framework (CVF) 685 concept of 707

and corporate memories 691–692 creating a positive culture 699–700 culture vs. climate 670–671

Deal and Kennedy’s approach to 684–685 in the dealing room 672–673

defined 667–668

dominant cultures and sub-cultures 671–673 and ethics 698

fixing 687–690

Harrison’s four types of 679 Hodgetts’ approach to 677–679 international comparisons 700–707 in Japan 681–682

of the learning organization 700 liability of a strong culture 674–675 locus of control in 779–780 martyrdom culture 687

merging cultures 675–677 and national culture 376

and organizational effectiveness 686 and organizational socialization 694–696 other approaches to 685

Ouichi’s approach to 679–681

Peters and Waterman’s approach to 682–684 power culture 679

process culture 684 role culture 679 and spirituality 699

strong vs. weak 673–674 support culture 679 tough-guy macho 684 work hard, play hard 684

Organizational development 737–738, 820 appreciative inquiry 750

changing structure 738–739 changing the corporate culture 739 conflict management 747–748 evaluation of 748–750

grid development 745–746

inter-group development 744–745 management by objectives (MBO) 746–747

process consultation 742–744 sensitivity training 740–741 survey feedback 741–742 task redesign 739–740 teambuilding 744

techniques and interventions 738–748 Organizational effectiveness 686 Organizational sabotage 416–417 Organizational structure

adhocracy 626

authority and responsibility 617 boundaryless organization 649–650 centralization/decentralization 618–619 chain of command 616 communication channels 616

corporate governance and new organizational forms 662–663

direct supervision 625

division of labour and specialization 618 divisional form 626

downsizing and delayering 654–657 environmental factors 627–634 flexible firms 644–646

hierarchy 616

lean organization 657–662 machine bureaucracy 626

Mintzberg’s coordinating mechanisms 624–627 mutual adjustment 625

network organization 646–647 new organizational forms 662–663 and outsourcing 650–654 professional bureaucracy 626 quick response production 662 simple structure 625–626

span of control 619–620

standardization of employee skills (input) 625 standardization of outputs 625 standardization of work processes 625 strategic choice 640–641

structural groupings 621–624 team structure 657

and technology 641–642 unity of command 616–617 unity of direction 617

virtual organization 648–649 Organizational technology 634–640

Aston research 638

Burns and Stalker’s research 636–638 features of firms differentiated by production

technology 634–636 Hall’s research 639–640 intensive 639

long linked 639

mechanistic systems 636–638 mediating 639

new technologies 641–642 organic systems 636–638 Perrow’s research 639

size, dependence, and specialization 638 Orientation 217–218, 820

outcome 685

Osgood’s semantic differential 403–404, 820–821 Outcome orientation 685

Out-group, subordinates in 537 Out-group behaviour 386

Outsourcing 115, 183, 240, 556, 646, 647, 648, 650–651, 654, 664, 763

problems with 651–653 Over-confidence bias 343 Over-determination 730 Overhearing 395

Oversight, and outsourcing 652–653 Owen, David 514

P

Paced practice 297–298 Paired comparison 120 Palmisano, Sam 553, 652 Parapsychology 210, 821 Parent 42, 821

Participant observation 25, 821 Participative leadership 519, 538, 780, 821

criticism of 523–524 historical studies 522 system of values 521

Particularism 704 Partridge, Lindsay 782

Path-goal theory 537–540, 821 Pavlov’s dog 260, 261, 262 Pay reduction strategies 188

Payment by results (PBR) 189–190, 821 Pensions 197

People orientation 685 People skills 73 PepsiCo 654 Perception

active/passive kitten 202 of brands 226

of brands of beer 226 and communication 236

and familiarity of stimuli 218–219 and intensity of motives 218 and learning 203

and orientation 217–218 and preparatory set 217 of stimuli 201–203 visual cliff 202–203 See also Attention

Perceptual interpretation 226, 821 misperceptions 226–227

Perceptual organization ambiguous figures 219 applications of 225–226

applications of perceptual organization 225–226 constancy 222–223

figure/background 219–220

Gestalt laws of organization 220–222 illusions 223–225

Performance appraisal 115–116, 116, 821 administering the appraisal 122–125 balanced scorecard 133

criteria for 117–118 cultural issues 128 goals of 116–117

team appraisal 132–133

use of appraisal information 125–127

See also Performance appraisal assessment; Performance appraisal problems; Performance appraisal techniques

Performance appraisal assessment 360-degree feedback 124–125 multi-rater system 124–125

by peers 123–124 by self 123

by subordinates 124 by supervisor 122–123

training for evaluators 131–132 Performance appraisal problems 128–129

bias 129–130

as cause of stress 785 central tendency 130 culture and appraisal 128 halo error 130

leniency 130 reliability 129 severity 130 similarity error 130 single criterion 131

tackling problems and instituting remedies 131–132

timing errors 130–131

using formal evaluation to justify prior judgement 131

validity 129

Performance appraisal techniques assessment centres 121–122 behavioural observation scales 120

behaviourally anchored rating scales 119–120 comparative evaluation 120

essays 119

forced distribution 120–121, 121 graphic rating scales 118–119 objective judgement quotient 121 paired comparison 120

ranking 120

Performance management 116. See also Performance appraisal

Performance orientation 705

Performance-related pay (PRP) 150, 151, 193–194, 410, 693, 821

in Japan 195

Peripheral route to persuasion 396 Person perception 227–231, 227–236

assumed similarity 230–231 halo effect 228–229

horns effect 229 implicit personality 228

impression management 231–232 logical error 228 misinterpretations 228–231 stereotyping 229–230

Personal construct theory 56–59, 821 aggression 57

anxiety 57

hierarchy of constructs 56 hostility 57

threat 57

Personal power 570, 821 Personal space 437, 821–822 Personality 33–34, 822 Personality disorders 53–54 Personality studies

idiographic approach 34–35 nomothetic approach 34–35

Personality tests 82–85

Cattell’s 16 PF test 82–83, 100 Eysenck Personality Inventory (EPI) 83 Gordon Personal Profile 93

Hogan Personality Inventory 85 for integrity 101–102

Michigan Employability Survey 101 Saville & Holdsworth Ltd Occupational

Personality Questionnaire (OPQ) 83, 84, 85, 100

use for personnel selection 100–103 Personality traits 33–34. See also Traits Personality types 822

authoritarian 380, 384–385

“Big Five” factor theory 49–52, 50, 51 and career choice 319

and decision making 351–352 and decision-making styles 352 extravert 48–49

Eysenck’s concept of personality 49 Eysenck’s typology 47–48, 48, 51

and high-performance teams 486–487 hypomaniac managers 54

implicit 228, 254

influence on organizational change 733–734 and intelligence 68–74

introverts 49

and job satisfaction 411 Jung’s typology 52–53, 53 legal personality 776

of managers 511–518

mediating influences (heredity, age, gender) 74–77

Myers-Briggs type indicator (MBTI) 53 neurotic 49

nine-factor structure 52 personality disorders 53–54 and political behaviour 582 and prejudice 384–385 proactive personality 66 psychotic 49

situational theory 53–54 of team members 493 Type A 777

Type D 777–778

and workplace stress 776–777 Personnel selection 95–115

fairness standards 111–112 post-job analysis 97 reliability 114–115 selection methods 97–111

techniques and procedures 95–97 trends in selection 115

utility 115 validity 112–114

Perspective 224 Persuasion 393, 395–396

PERT (Programme Evaluation and Review Technique) 8

Phantom limb phenomena 209

Phenomenological approach/phenomenology 5, 822 Philippines, reducing prejudice in 386

Physical proximity 237–238 Pickard, Eileen 805

Pitt, Harvey 561

Plants (PL) 494 Playing dumb 231 Playing safe 231

Polaroid Corporation 551 Political behaviour

ambiguous goals 580 causes of 580–582 coping with 588 individual factors 582 low trust 581 motivation 582

non-programmed decisions 581 organizational culture 581–582 organizational factors 580 organizational structure 580 personality 582

role ambiguity 581

scarce resources 580–581 technology and environment 581 unclear performance evaluation 581

Political correctness 246, 430

Political techniques or tactics 582–587 agenda setting 586

backstabbing 580, 587 bargaining and negotiation 586 building coalitions 585, 586

controlling decision parameters 585 controlling information 583

controlling lines of communication 583 controlling the agenda 583

devious 586–587 divide and rule 586 eliminating rivals 585 game playing 583–584 image building 584–585

mapping the political terrain 586 networking 586

seeking an opening in the hierarchy 585–586 serious blunders 587

as skills 586

using outside experts 583 Politics 579–588, 822

defined 567–568 ethical issues 587–588

See also Political behavior; Political techniques or tactics

Polygraphy 108–109

Ponzo scheme 375–376, 561 Popper, Karl 22

Population ecology 633–634 Positive affectivity 407–408, 419

Postmodern organization 643–644, 822 Postmodernism 643

Post-traumatic stress disorder (PTSD) 759–761, 822 Potency 52

Power 568–579, 822 alienative 573 and authority 617 bases of 568–570 calculative 573

coercive 569, 571–572, 573 defined 567

dimensions of 579 expert 569–570, 572

French and Raven model 570–573 knowledge 572

and leadership 568 legitimate 569, 572 moral 573

as network of relations 578

of non-decision making 577–578 normative 573

opportunity 570

overt 578 personal 570 position 570 referent 569, 572

reflections on 577–579 relative 575

reward 569, 571 threatened 731 unobtrusive 578 utilitarian 573

Power culture 679

Power distance 128, 155, 559, 701, 701–702, 706, 708 Power of suggestion 394

Power sharing 527 Power tactics 573–577

individual and intra-group 573–575 inter-group 576–577

situational influences 575–576 use of 574

Precognition 210

Prejudice 382–384, 471, 822 influence of the group 385–386 ways of reducing 386

See also Stereotyping Preparatory set 217, 822 Presenteeism 758

Pressure 755–756. See also Stress Preventative health measures 801 Pricewaterhouse Coopers (PwC) 196, 802 Primacy effect 293, 389–390

Primary group 428, 822 Primary reinforcers 265, 822 Prince, Chuck 689

Principles of organization 9–10, 616–620, 822 Privacy issues 438

Proactive personality 66, 822 Problem solving 357, 480 Procedural justice 162 Process consultation 742–744 Process culture 684, 822–823 Process grouping 621, 823

Process model of change 719–720, 823 Process re-engineering 18, 198, 555, 655, 659–

660, 738–739, 823

Procter and Gamble 324–325, 364 Product grouping 621–622, 823 Production blocking 360 Production technology 634–636 Productivity

bonuses for 522

and cohesiveness 432–433 Professionalization 380

Profit sharing 190–191, 410, 488 Programmed learning 269–270 Progressive (cumulative) part method 297 Project teams 480, 823

Projection 38 Projective tests 43–45

Promotion, in Japan vs. US 680 Promotions 410

Propaganda 389, 390, 391, 393 Proprioceptive sense 209 Prospect theory 344, 345 Protection money 378 Prudential Insurance 651

Psi (extra-sensory perception) 210–211 Psychoanalytical approach/psychoanalysis 4, 823

example of Larry Gould 40–41 Psychoanalytical perspective 35–40, 42–-43

Adler’s views 39–40 behavioural perspective 59–62 cognitive perspective 62–68 collective unconscious 39 defence mechanisms 38–39 intelligence 68–74

interpersonal perspective 54–59 introversion and extraversion 39 Jung’s views 39

levels of awareness 35–36

mediating influences (heredity, age, gender) 74–77 structure of personality 36–37

transactional analysis 42–43 Psychoanalytical processes (group) 445–446 Psychodynamic therapy 40

Psychokinesis 210

Psychological contract 326, 415, 439, 663 Psychological perspective 4–6

Psychological testing. See Psychometric testing Psychology

clinical 409 cognitive 5, 70 counselling 805 investor 344, 348

occupational 301, 805 physiological 22 social 22, 385

Psychometric testing 24, 68, 81–82, 823 achievement and aptitude tests 88–90 advantages of tests 91–92 disadvantages of tests 92

emotional intelligence questionnaire 88 ethical issues 95

features of tests 90–91 intelligence tests 86–88 issue of faking 92–93 personality tests 82–85 standing of 93–95

used to predict performance 94 Psychopathology 513 Psychopathy 415

Psychotherapy 793 Psychoticism 83

Punctuated equilibrium model 485–486, 823 Punishment 266–267

Q

Quality circles (QC) 481–482, 798, 823 Quality of life 409

Quality of working life (QWL) 17 Questionnaires 23–24

Quick response production (QRP) 662

R

Race 92, 111–112 Race bias award 383

Race Relations Act (UK) 107, 112 Racism 385. See also Prejudice Radioactivity 214

Raju, B. Ramalinga 561 Ranking 120

Rating scales 119–120

Rational emotive therapy (RET) 794, 823 Rational persuasion 575

Rationality 574, 575

Raven’s Progressive Matrices 77 Reaction formation 38–39 Recall 291–293 Recategorization 471

Recency effect 293, 389–390 Redundancy 785–788 Reebok 651

Reference groups 429, 446–447, 823 References 106, 107

Referent power 569, 572, 823 Re-forestation 268 Regression 38

Regret theory 344, 345–346 Rehearsal 286, 823 Reinforcement 59–60

continuous 267

continuous vs. partial 268–269 in operant conditioning 263–264 positive and negative 265 primary and secondary 265

in relation to re-forestation 268 rules governing 269

Reinforcement schedules 22

applications of partial reinforcement 268 continuous vs. partial reinforcement 268–269 fixed interval 267–268

fixed ratio 267 variable ratio 267

Reinforcement theory 160 Relaxation techniques 792–793 Reliability 823

in applicant selection process 114–115 of attitude measurements 403 interrater 129

of performance appraisal 129 split-half 114–115

test-retest 114

of training and development 316 Repertory grid 58–59

Repetitive strain injury (RSI) 773–775, 823–824 among postal workers 774

attributable to e-mail portable device 774 compensation claims 775

Repetitive work 770–771 Representative heuristic 337–338 Representative participation 524 Repression 38, 293

Research

action research 26–27 behavioural psychology 6 case studies 26 cognitive psychology 6 document analysis 25–26 field experiments 22–23 field studies 23

fMRI studies 74

framework and issues 27–28 interviews 24

laboratory experiments 22 observation 24–25 professional and ethical 13 psychoanalytical 5 questionnaires 23–24 surveys 23–24

twin studies 76

Research and development (R & D) 618, 650 Research methodology 20–27

ethical issues 27 scientific method 21–22

techniques and settings 22–27 Resilience 778

Resistance to change 729–737 controlling 734–737 implicit or deferred 730 overt or immediate 730 sources of 730–734

Resource dependency 650 Responsibility 617

in Japan vs. US 681 for people 770

Retention policies 647 Retirement 384, 789 Reward power 569, 571, 824

Reward systems 183, 184, 190, 196, 824 for attitude change 388–389

and conflict 593

and organizational culture 693

See also Extrinsic rewards; Intrinsic rewards Risk aversion 343, 693

Risk taking

by entrepreneurs 367 and innovation 362, 365 by managers 367

in organizational culture 685 Risk tolerance 345

Risky shift 462–463, 824 Rites of enhancement 669 Rites of integration 669 Rites of passage 669 Rites of renewal 669 Robertson, Ivan 12

Robotics 178, 179, 227, 642 Roche 362, 478, 479, 558–559 Roels, Harry 696–697

Rogers, Carl 54–56

Role (of a group member) 439–440, 824 enacted 440

expected 439 perceived 440

Role ambiguity 440–441, 581, 767, 804, 824 Role conflict 440–441, 769–770, 824

Role construct repertory test (rep test) 58–59, 824 Role culture 679

Role overload 441, 762–767, 765–766 Role playing 305

Role underload 767 Romag 653

Rorschach Test 43–44, 824

Royal Bank of Scotland (RBS) 561, 672 Royal Mail 774

Rugged individualism 52 Rumours 248

RWE 696–697

S

Sainsbury supermarket chain 364, 651 Sanctions 574

Sarbanes-Oxley Act (US) 377 Sarin, Arun 553

Satisficing 340

Saville & Holdsworth Ltd Occupational Personality Questionnaire (OPQ) 83, 84, 85

Schedules of reinforcement 267–268, 824 Schema (Schemata) 286, 824

Scholastic Aptitude Test (SAT) 90 Schrempp, Jurgen 697

Schwan, Severin 558

Scientific management 7–8, 824 Script 286, 824

Secondary group 428, 824 Secondary reinforcers 265, 824 Second-order factors 46

Securities and Exchange Commission (SEC) 376, 561 Selection of applicants 97–100

Selective perception 211–219, 824. See also Attention

Self-actualization 142, 144, 145, 824 Self-appraisal 123

Self-awareness 73, 307, 308, 309, 513 Self-concept 382, 824–825

Self-confidence 471, 511 Self-control 309

Self-determination theory 151 Self-development 282

Self-efficacy 64–65, 151, 152, 154, 155–156, 295, 763, 825

among the unemployed 157 Self-employment 321

Self-esteem 143, 145 Self-evaluation 411 Self-identity 471 Self-image 143 Self-leadership 175

Self-managed teams 482, 825 Self-management 73, 174–175 Self-monitoring 65–66, 825 Self-motivation 73 Self-perception theory 399 Self-regulation 65 Self-reinforcement 275–276 Self-serving bias 143, 825 Self-worth 411

Semantics 246

Seniority 693

Sensation-seeking 66–67, 83, 825 Senses 204–211

extra-sensory perception 210–211 hearing 206–207

kinaesthesis 209 overview 210 skin-based 208–209 smell 207–208 taste 207–208

vestibular system 209–210 vision 204–206

Sensitivity training 309–310, 740–741 Sensory adaptation 216, 825

Serious Fraud Office (UK) 379 Servant leadership 556, 825 Setyam Computer Services 561 Severity 130

Sex Discrimination Act (UK) 107

Sexual harassment 302, 350, 594–595, 783 Shapers (SH) 495

Shaping 270, 825 Shared norms 427

Shell Oil company 377, 690 Shell UK 175–176

Shift work 772

negative consequences of 773 Shimmin, Sylvia 11

Short-term memory 284, 285–287, 825

Similarity error 130 Simulations 104, 304–305 Sinclair, Clive 551 Situational attribution 232

Situational theory 53–54, 544

Six Sigma management techniques 362 Skill acquisition 296–298

knowledge of results (feedback) 296–297 massed or distributed practice 297–298 part or whole methods 297

Skill-based pay (competency-based pay) 195–196, 410, 825

Skills

of employees 301 intellectual 301

of managers 511–518 soft 307

Skills acquisition 276–278 associative 277 autonomous 277 cognitive 277

Skin-based senses pain 208–209 touch 208

warmth and cold 208 Sleeper effect 395

Small-group incentives 488 Smell 207–208

Smith, Orin 553

Social affiliation 454. See also Affiliation Social anxiety 247

Social cause marketing 377

Social cognition (cognitive) theory 155, 305. See also Self-efficacy

Social comparison 448–453 Social control 455–458 Social facilitation 455 Social identity 470

Social identity theory 164–165, 386, 405, 707, 825 Social influence 575

Social learning theory 155, 275–276, 305, 825. See also Self-efficacy

Social loafing 444, 825 Social media 250–251

Social norms 429–430, 449, 825. See also Norms Social reinforcement 306

Social support 796–799, 825 Socialization 60–61

anticipatory 446 organizational 694–696 professional 380

and work ethic 374

Socio-technical systems 628–630 and coal-mine mechanization 629

Soft skills 307

Source traits and surface traits 46–47

Southwest Airlines 551, 677, 695 Spatial ability tests 89 Specialization 618

Spirituality 699, 826 Stability 685 Standardization 625

Stanford-Binet Intelligence Scale 87 State of trait theory 47

Statistical significance 22, 826 Statistics 21

Status 441–442, 826

status discrepancy 441–442 status incongruence 441–442

Staywell programme 802

Stereotyping 229–230, 247, 826. See also Prejudice Stock option plans 192–193

Stock ownership plans 193, 826

Storytelling 249–250, 249–251, 691, 694–695 Strategic alliances 632–633, 650

Strategic business units (SBUs) 659 Stress 826

among lawyers 764

bullying and incivility 781–783 and burnout 758–759

and career development 783–785 caused by personality 776–778 causes of (stressors) 761–762 cost of 758

defined 755–756

home-work interface 789–790

and job control (decision latitude) 770–772 and locus of control 778–780

and machine-paced/repetitive work 770–771 physiological reactions 756–758 post-traumatic stress disorder (PTSD) 759–761 redundancy and unemployment 785–788 remedies for 790–805

and resilience 778

and responsibility for people 770 and role ambiguity 767

and role conflict 769–770 and role underload 767 and shift work 772–773 technostress 772–775

turning unemployment to advantage 788–789 from within the individual plus outside influences

776–777

from within the organization 762–775 and work relationships 780–781

Structural groupings customer grouping 622 functional grouping 621

matrix organization 622–623 process grouping 621

product or service grouping 621–622 territorial grouping 622

Structure of personality 593 Structured observation 25, 826

Sub-cultures 671–673. See also Organizational culture

Subjective norm 404

Subjective rationality 344–345, 826 Sublimation 39

Subliminal advertising 216 Subliminal perception 215–216 Subordinates

forces residing in 570 physical proximity of 620

Substitutability 576

Super-ego 37, 826 Support culture 679 Suppression 38 Surface traits 46 Surveys

attitude 23 descriptive 23 explanatory 23

survey feedback (organizational development) 741–742

Symbols 669–670

Sympathetic nervous system 139, 757 Systems

defined 17

socio-technical 17 Systems approach 17, 826

T

Talent management 322–326, 826 in India 323–324

in the US 324–325 Talent Portfolio 324

Task performance 164–165 Taste 207–208

Tavistock Clinic 11, 446, 740

Tavistock Institute of Human Relations 16, 17, 446 Taylor, Frederick Winslow 7–8, 11, 166–167 Taylorism 7–8, 11

Tchambuli tribe 60–61 Team appraisal 132–133

Team Climate Inventory (TCI) 486, 826 Team development

Belbin’s approach 492–494 Dyer’s approach 492

Team management wheel 497–498 Team orientation 685

Team role behavior 496 Team think 470

Team worker (TW) role 495 Team X 487, 826

Teambuilding 305, 471, 477–478, 826 contextual factors 503–504 cross-functional teams 479–480

diversity in teams 499–500 high-performance teams 486–490 leadership in teams 500–503 management team development 491–498 multi-team systems 478–479

nurturing mature teams 491

in organizational development 744 problems with appraisal 490–491 project teams 480

quality circles (QC) 481–482 self-managed teams 482 top management teams 479

and the usefulness of teamwork 504 venture teams 481

virtual teams 482–483 work teams 478

See also Groups; High-performance teams; Management team development

Teambuilding models

models of group development 484–486 punctuated equilibrium model 485–486 Team Climate Inventory (TCI) 486 Tuckman model 485

Teamopoly 493 Teams

cross-functional 647 global business 647 multicultural 705 structure of 657

Technological determinism 643 Technology

and job design 178 Woodward’s research 634–636

Technostress 772–776, 826 Telecommuting 180, 181–183, 182–183 Teleconferencing 182

Telepathy 210

Telephone screening 107–108 Territorial grouping 622, 826–827 Tesco 375, 377, 688

T-groups 740–741 Thatcher, Margaret 511, 515

Thematic Apperception Test (TAT) 44–45, 827 Theories of motivation. See Motivation theories Theory of intelligence 71–72

Theory of planned behavior 403–405, 827 Theory of purposeful work behaviour 166, 827 Theory of reasoned action 403, 827

Theory of unconscious thought 341 Theory X 150

Theory Y 150

Threat 57, 432

3M 362, 481, 550, 678

360-degree (multirater) feedback 74, 88, 118, 121, 122–125

Thurstone Scale 400–401, 827

Time management 791–792 Time rates 186–188, 827 Timing errors 130–131

Tolerance of change 732–733. See also Organizational change; Resistance to change

Tone differences 246

Top management teams 479, 827

TOTADO (taxonomy of training and development outcomes) 318

Total quality management (TQM) 19, 659, 738, 827 Tough-guy macho 684, 827

Toxic culture 687, 688, 780, 827

Toyota Motor Corporation 167, 176, 177–178, 265, 275, 644

Trade unions 185

Trained incapacity 615–616, 827 Training and development

evaluation of 316–319 learning curves 298–299

personal and organizational influences 295–296 skill acquisition 296–298

transfer of learning 294–295 Training methods

apprenticeships 306

behavioural role modelling 305–306 case studies 304

coaching 306–307 computer-assisted instruction 304 conferences 304

counselling 309 demonstration 306 induction 306 on-the-job training 306 mentoring 307–309

one-way communication 303–304 simulations 304–305

Training objectives 827 action learning 311–312

assessment/development centres 312 continuous development 315–316 e-learning 313–315

indoor/outdoor exercises 312–313 management competencies 310 management development 309–310 training methods 303–309

Training processes 299–303 demographic analysis 302 needs assessment 300–303 organization analysis 300 person analysis 302

task analysis 300–302 training diversity 302–303

Traits 33–34, 45–47, 827 ability traits 45

Allport’s trait categories 45–46

Cattell’s 16 PF test 46

of creative individuals 357–358 dark-side personality traits 54, 513–515 of entrepreneurs 366–367

of ideas champions 366 leadership 415

of managers 510–518 motive traits 45

in the OPQ 84

in performance appraisal 117–118 source traits and surface traits 46–47 temperament traits 45

Transactional analysis 42–43

Transactional leadership 537, 544, 546–547, 558,

827

Transfer of learning 318, 828 lateral transfer 295 negative transfer 295 positive transfer 295 sequential transfer 295 transfer of learning 294–295 vertical transfer 295

Transfer policies 647

Transformational leadership 420, 544–549, 713,

828

Transition cycle 321

Triarchic theory of intelligence 71, 828 Trump, Donald 653

Trust 554, 581, 732

Trustworthiness 101 Tuckman model 485, 828

Turnover. See Employee turnover Types. See Personality types Typology of organizations 611, 828

U

UK Race Relations Act 112 Ultimate attribution bias (error) 236 Uncertainty absorption 576, 588

Uncertainty avoidance 128, 701, 702, 702–703, 708 Unconscious 39

Unconscious motivation 36, 828 Unemployment 785–788 Unilever 622

Unimodel 396

United Kingdom

age discrimination in 384

and Brexit 20, 46, 223, 385, 560, 601, 654, 718, 780

bribery bill 379

default retirement age 384 management style in 706 quality of life in 409

Serious Fraud Office (UK) 379 workplace violence 416

United States anti-Semitism in 385

corporate culture compared to Japan 679–681 Foreign Corrupt Practices Act (FCPA) 378 happiness in 409

management style in 706 management theories 558 suggestions for negotiating abroad 603 work ethic in 374–375

Unity of command 616–617 Unity of direction 617 Universalism 704

Unstructured observation 25, 828 Upward leadership 557

US Employee Polygraph Protection Act 109 US National Training Laboratory 740 Utilitarianism 350

Utility 115

V

Valence 157–158 Validity 828

in applicant selection process 112–114 of attitude measurement 404 concurrent analysis 113–114 construct 114

content 114, 129 convergent 129 criterion-related 112–113 discriminant 129

face 114

of JCM model 172–173

of performance appraisal 129 predictive analysis 113

of training and development 316–317 Value chain 646, 650, 651

Value orientations 704 Values 372–374, 828

business ethics 375–380 classified by type 373 hierarchy of 373

work ethic 374–375 Veenhoven, Ruut 408 Venture teams 481, 828 Verbal ability tests 89 Verbal persuasion 156

Vertical job loading 149, 168, 171 Vestibular system 209–210 Vestibule training 305

Vicarious modelling 156

Virgin Group 366, 512, 518, 548, 551, 677 Virtual dental workstation 314

Virtual organizations 648–649, 828 Virtual teams 482–483, 828 Virtual value chains 650

Vision 204–206, 550–551 colour-blindness 205–206 and the eye 204–205 night vision 205

repairing eyesight 203, 204 rods and cones 205–206

Visual adaptation 216, 828

Visual display unit (VDU) operation 773 Vivendi Universal 653

Vocational education 299 Vodafone 553

Voice risk analyser 110 Volvo Cars 173–174, 647

W

Wal-Mart 511 Walt Disney 682

War Office Selection Boards 11 Warnings 214–215

Weber’s ideal bureaucracy 613–615, 828 Wechsler Adult Intelligence Scale (WAIS) 87–88 Welch, Jack 376, 511, 549–550, 551, 553, 649 Wellbeing

and advanced technologies 179 gross subjective 409

and job enrichment 172 at work 791

Wellness programmes 799–802 Western Electric Company 13 Whitacre, Ed 690

Whole Foods corporation 488 Witty, Andrew 438

Word connotations 246

Work ethic 374–375, 704, 828–829 Work groups

composition 442–443 and job satisfaction 410 leadership in 444–445 role ambiguity 440–441 role conflict 440–441 roles 439–440

size 443–444 social loafing in 444 status 441–442

structure and atmosphere 438–439 Work hard, play hard culture 684, 829 Work relationships 780–781

Work Research Unit (UK Department of Employment) 16–17

Work sample tests 103 Work schedules 180–181

Work teams 478, 829. See also Teambuilding; Work groups

Workaholism 790, 829 Worker flexibility 180