Subject index 821

dominating approach, to conflict engaged-high-performers 54 eustress 185

resolution 738, 739 engagement evening people 178, 365–7
dress, and recruitment 759 change 659 evidence-based decision making
dress codes 114, 123 dimensions of 300 708–9
‘Dress down Fridays’ 123 enablers 300 evidence-based management/decision
drives 281–2 and high performance 300–4 making 22–5, 29
definition 281 leadership 625–6 evidence-based management
motives vs 283 practices enhancing 301 movement (EBMgt) 23, 24
duct-tapers 469 engineering technology 549 exchange, as influence tactic 770
dyad-level conflict 723, 724–6 enjoyment, organizational cultures execution-as-learning approach 426
dynamism 587 and leadership style 126 exercise, cognitive function 166
agile organization 587 Enron 64 exiting-performers 54
environmental 39 entrepreneurship 40 exit interviews 776
dynamism, environmental 549 environment 38–9, 258 expectancy
dysfunctional conflict 721, 727 analysis tools 43–6 definition 290
Ansoff’s typology 40–1 equation 290–1
early adopters 666 and artefacts 224 expectancy theory 290–2, 293
eBay 584, 598 contingency approach to expert power 762
economic growth 45, 46 organization structure 541–2 expert systems, AI 79, 80
economic performance and integrity creative organization climate 667–8 explanation and social science 15,
183 decision-making conditions 693 16–17
ectomorphs 179, 180 Duncan’s typology 39, 40 explanatory model of decision making
effect, law of 152 escalation of commitment 704 690–2
effectance 281 ‘fit’ 39–43, 541, 553 explosive instability 692, 693
effectiveness see organizational group 334–5, 336 external adaptation 128
effectiveness PESTLE analysis 11, 12, 43–6, 61 external locus of control 776
efficiency 10, 667 physical working 185, 334 external work team differentiation 440
bureaucracy 531 organizational culture 109, 110 external work team integration 441
Fordism 461 teams 437 extinction 152, 154, 157
McDonaldization 467 prison experiment 517–18 extrapolative change 40, 41
Taylorism 457 scenario planning 45–6 extraversion/extraverts 179, 181, 182,
work specialization 495 strategic choice 42 189, 190, 191
eighteenth-century pirates 10–11 environmental complexity 39, 43, extrinsic feedback 160–1
e-learning 165 44, 549 extrinsic rewards 284, 285
Electronic Performance Management environmental determinism 42, Exxon Valdez oil spill 7
(EMP) 481–2 549–52 eye behaviour 226
email 15, 334 mechanistic organization structure
e-mail 547, 581 550–1 Facebook 190, 550, 584, 597, 598, 769
emotional intelligence 233–4, 622, organic organization structure face-to-face see under communication
629, 760 550–1 facial age appearance 266
emotional labour 512 environmental dynamism 39, 549 facilitated discussions 726
emotionally-charged behaviour 727 environmental scanning 43, 44, 45 fairness 167
emotions 224–5, 255 environmental uncertainty 39, 41, 45 families 330, 781, 782
communication 233 equity theory 288–90 fashion victims 5
conflict 726, 729, 735 escalation 703 fast food outlets 47
inner work life theory 293–4 escalation of commitment 702–4 fatigue studies 460
learning 168 Estée Lauder 659–60 FBI 225
negative 727, 735 esteem needs 286, 350 feedback 159, 702
organizational culture 107 ethics 38, 776 communication 217, 229
positive 735 behaviour 57–60 concurrent/delayed 161
empathy 213, 229, 234 business 61 definition 217
employee-centred behaviour 624 change and 60 evidence-based management 22–3
employee engagement corporate social responsibility 61 extrinsic 160–1
definition 502 culture and 60 Generation Y 55
span of control and 502–3 decision tree 59–60 groups 350
see also engagement defined 57 intrinsic 160–1
employee voice 94–6 flexible 63 learning 152, 159, 161
social media and 237–8 impression management 231 motivation 292
employment cycle 25 incentives and 60 job characteristics model 297
empowerment 259, 430 individual 57–60 open channels 299
leadership 634 organizational culture 107 reinforcement 159
encounter stage of socialization 115 see also morality teams 438
endomorphs 179, 180 ethnic minorities 233 feedforward interview 160–1, 160–1
822 Subject index

feelings, and conflict 734–5 functional conflict 721 Global Seed Vault, Svalbard 536
femininity 512 functional relationship 505, 506 goals 707
finance function 764 functional structure 567 acceleration trap 651
financial assets 49 fundamental attribution error achievement, as leadership
financial reporting 62–3 11–12, 263 criterion 610
financial rewards 166, 277 future, technology 96–7 bio-power 766
fines 63, 185 bureaucratic organizations 531
first impressions 260 games challenging 292
fit information 774 collective 6, 9, 10
in 162, 441 rule 774 conflict 719, 720, 721, 731, 733
contingency approach to structure 774 restructuring 742
organization structure 541 games, computer 166, 326 displacement 695
job satisfaction 346 garbage can model 706–7 feedforward interview 159
person–group 346 gender group 322, 386
search for (environmental) 39–43 appearance 264 group support for 688, 689
strategic choice 553 communication 229 leadership 368, 370
Fitbits 292 and communication 219 learning 195
fixed mindset 151 definition 511 meta-organizations 564
‘flat’ hierarchy 498 differentiation 132 motivation 281, 292–3
flexibility 259, 280 discrimination 620 organizational 492
boundaryless organization 575 diversity 620 orientation 130, 131
leadership 629 equality 619 SMART 292
organizational structures 565 impression management tactics 232–3 specific 292
teams 430 integrity tests 183 stretch 292
work 49, 55, 276, 278 leadership 611, 616–23, 635, 670 structure of organization 492, 566
freelance 281 norms 780 teams 406
flexible ethics 63 perception virtual teams 355
flunkies 469 movies and 257 goal-setting theory 292–3
followership 224 pregnancy 248–9 Google 74, 111, 112, 114, 202, 292,
follow-up questions 220 politics and power 779–84 323, 330, 419, 442, 498, 501,
football 321 skills 779–80, 782 553–4, 583, 584, 598
Ford 456 space travel 320 goons 469
Fordism 430, 461–4 stereotyping 512, 611, 779, 780, 781 granularity, participatory architecture
definition 461 strategic leadership 670 design 597
deskilling 461 General Electric (GE) 583, 584 ‘grapevine’ 255
Ford Motor Company 84, 574 generalized other 193 graphology 199
forecasting 535 General Motors 456 great man theory 614
formal groups 332–3 generation, and learning 168 Green Giant 277
formalization 493, 520 Generation Alpha 53, 56 greenwashing 65
formal organization 507, 508–9 Generation X 53, 54–5 group cohesion 351–2, 367, 389,
Formula 1 422 Generation Y/millennials 53, 55, 238, 398, 699
‘Four Is’ 631–2 276, 417, 582 factors affecting 699
Fourth Industrial Revolution 73 motivational profile of 55 group dynamics 320, 321, 326
Fox News 61 Generation Z 53, 55–6 group-level conflict 724, 726–9
fragmentation genetics 178 group norms 12, 397–8
perspective on culture 119, 120 geography-based organization conformity 397, 398, 401, 404
task 295 structure 568 definition 391
frame of reference German Weihenstephan Brewery 43 development of 394–5
definition 719 gestures 217 emergence of 392
interactionist 719, 720–1 clusters, interpreting 227 group socialization 399–400
pluralist 719, 720, 722 mirroring 227 informal 328
radical 719, 722–3 power tells 227, 759, 760 obedience 397
unitarist 719, 720, 722 preening 227 peripheral norms 393
freedom 162, 280, 286, 401, 585 simple 228 pivotal norms 393
creative organization climate 668 gig economy 280–1 purpose of 394
expression 10, 56, 196, 286 glass ceiling 512, 622–3 group polarization 697
free riders 390–1, 701 glass cliff 622–3 groups 9, 12, 315
friction, bureaucracy cost 532 glassdoor.co.uk 723 challenges facing 323
friendship 122, 123, 215, 227, 351 GlaxoSmithKline 617 change readiness 655
influence 782 globalization 46–8, 354 characteristics 321–2
as influence principle 771 Global Leadership and Organizational decision making 349, 694–5
frontiers of control 722 Behaviour Effectiveness problems with 697–704
fun activities 122–3, 294 (GLOBE) programme 131 definition 320–3, 418
 Subject index 823

development 337–9, 400 helplessness, as conflict domain 725 networks 782

dynamics 349 heroes 108, 110 resistance 659
formal 332–3, 347 heuristics 690 identification shifts 555–6
formation 334–6 HEXACO model 191 identity 122, 329, 767
globally dispersed 353 HFRX Diversity Women index 620 collective 320, 322, 767
group-oriented view of hierarchies 12, 56, 493, 501, groups 402
organizations 329–31 589, 667 social 381
Hawthorne studies 326–9, 391 authority 10 idiographic methods 177, 192–7, 198
individuals in see separate entry conflict 733 IKEA 116
informal 333, 335–6, 507 definition 497 illegal organizations 11
definition 333 formal status 348–9 image building, as political
Hawthorne studies 328, 329 groups 347, 348–51 tactic 774
norms see group norms leadership 635 image recognition 79
roles within 381 Maslow’s hierarchy of needs Images of Organization 6
self-managing teams see under 285–8 immoderation 128
team autonomy organization structure 417, 493, impartiality, and bureaucracy 532
size 322–3, 389 497, 498, 516 impersonality, and bureaucracy 532
structure see group structure boundaryless 576 impression management 65,
tasks 324–6 bureaucracy 532, 534 230–3, 760
and teams 418 horizontal 571, 573 definition 230
values 391 self-contained 566 ethics of 231
working, pros and cons of 315 span of control and 500 tactics 230, 232
see also teams/teamworking Taylorism 457 inattention 128
group sanctions 393, 395–7 teamworking 417 incentives, ethical behaviour and 60
group self-organization 333 high context culture 229 incivility, in workplace 747–8
group socialization 399–400 high-performance work system
incrementalism 706
group structure 12, 322, 346–7 302–4, 430
independent variables 19–20, 21,
communication 322, 347, 350, quality of working life vs 302
25, 297
353–62, 367, 390 high reliability organizations 9
Indigenous peoples 229
definition 346–7 high-skill jobs 478
individual autonomy 318, 429
group process 347 holacracy 533, 591, 592
individual emotion-focused
leadership 347, 368–70 holacratic organization 591–5
strategies 187
liking 347, 351–2 hollow organization structure 577–8
individualism 330
person–group fit 346 horizontal differentiation 551
networked 371
power 347, 348 horizontal organization structures
individuals 10, 12
role 347, 362–7 570–4
change and 651–3
status 347, 348–50, 369, 383, hospitals 23, 157, 158, 398,
397, 398 change readiness 655
423–4, 567
groupthink 399, 695, 697–9, 720 hotels 568 decision making 694
Group Work Contribution Scale HuffPost 769 group decision making vs 695
(GWCS) 317–18 human capital analytics 29, 30 ethics 57–60
growth mindset 151 human-centric skills 474 group members role 363
growth need strength (GNS) 297 humanistic control 121, 122 groups see individuals in groups
grumpy boomers 54 humanoid robots 77, 78 groups: individual roles 363
Human Relations approach 329 Human Relations approach 329
habituation 253 human resource management 25–31 power as property of 760
Haier 533, 574–5 in 2030 27–8 skills, motivation and 276
Haliburton 7 HRM: OB in action 25–31 individuals in groups 349, 381–407
halo effect 260–1, 267 power 764 group influences
Hankook Tire 61 human skills, job tasks and 471–2 behaviour 391–402
haptics 224 Humanyze 362 perceptions 384–5
harassment 726 humour performance 385–91
sexual 512, 513–14 creative organization climate 668 individual and group 381–4
hardiness 185 jokes/joking 108, 110, 370 individual influences on group
Hawthorne Effect 327 hygiene factors 295–6 attitudes and behaviour 404–5
Hawthorne studies 326–9, 391, 397 hypothetical questions 222 induction 26, 162–3, 164
health, stethoscope 666 Industrial Revolution 73
health service ideal organization 303 industry, organizational culture 129
hospitals see separate entry ideas 60, 397 inequality/ies
OBMod, MRSA and ICUs 158 creative organization climate 668 in leader’s remuneration 617
health service management diffusion of new 667 power 4
dilemmas 10 middle managers: win support for inertia 128
hedge funds 620 new 771–2 inertia, bureaucracy cost 532
824 Subject index

influences 213, 281, 348, 757, 759 operational 664 internal locus of control 776
crowds 403 organizational culture 123 internal work team differentiation 440
definition 769–70 simple rules encouraging 667 internet 258, 564
external 454 stifling, rules for 669 extremism 697
gender 780, 781 sustaining 663 learning and development 164–5
groups 404 teams 367, 429 networked individualism 371
on individuals’ perceptions 384–5 teamworking 417 see also social media/networking
individual 455 technological 76, 417 interpersonal
innovation 664 see also change; creativity communication 214–19, 258
leadership 632 innovative decisions 693 influence, as political skill
minority 404–5 inspirational strategy 706–7 dimension 773
organizational 454–5 instability see stability managerial roles 538–40
power and 769–71 institutional collectivism 132 problems, group norms 394
principles of 770–1 institutional managers 775 process, leadership as 610
social process of motivation 294–9 institutional power 764, 765 skills 212, 733, 760
on work design 453–5 instrumentality 290 teams 406
work group 455 instrumental/Skinnerian conditioning interpersonal justice 744
informal groups 333, 507 153, 154–6 interviews 201–2, 251
definition 333 insularity 128 feedforward 160–1, 160–1
Hawthorne studies 328, 329 insularity, bureaucracy cost 532 intimidation 230
status 347, 349, 350 intangible assets 49, 50 intra-group conflict 724, 726–9
informal organization 507–9 integration 360 intrinsic feedback 160–1
sexuality and 511–15 external work team 441 intrinsic rewards 23, 159, 169,
information 214 internal 128 284, 564
advice teams 421 organization structure 552 introversion/introverts 179, 181–2
big data 29–30 perspective on culture 118, 119 iPads 74
brokers 333–4 teams 369, 426, 441 isolates 351
change and 655, 656 integrative bargaining 740 issue selling, as political tactic 774
conflict integrator roles 733, 734
stimulation 742 integrity tests 183 Japanese teamworking 430–1
groups 353 Intel 292 job enrichment 169
exchange 353 intelligence 177 job advertisements 81
halo effect 261 emotional 233–4, 629, 760 job-centred behaviour 624
ideal organization 303 social 212 job characteristics model 296–7
perception 251, 257–8 intelligence augmentation (IA) job definition 495, 496
processing theories 159 systems 79–83 job description 496
process limited amount of 23 intensity, organizational culture 127 job diagnostic survey (JDS) 297
questioning 220–1 intensive technology 545, 546–7 job enrichment 281, 295
retrieval, AI and 79 interaction 75 job characteristics model 296–7
sharing 28, 164 interaction, AR and 85 jobs, automation and 88
stifling innovation 669 interactional justice 744 job satisfaction 13, 28
informational justice 744 interactionist frame of reference on feedback 160
informational managerial roles conflict 719, 720–1, 722 fit 346
538–40 interaction process analysis (IPA) leadership style 624
information games, as political 358–60 motivator factors 295–6
tactic 774 interactions 346–7 ostracism 397
ingratiating traits, personality 192 definition 335 personality 178
ingratiation, as influence tactic 770 in open plan offices 218 questionnaires 19–20
in-group collectivism 132 organization culture 124 social media and 95
initiating structure 624 organization structure 516 specialization 495
initiative and incentive system 457 social 423–4 Taylorism 459
initiative fatigue 12, 259 synergy 386, 387, 438 in virtual teams 383
injustice, as conflict domain 725 Taylorism 459 job tasks 470–1
inner work life theory 293–4 interdependence 455, 566 automation 474–6
innovations 73, 330, 663–8 pooled 545, 546, 731 categories of 475
best practices puzzle 665–7 reciprocal task 545, 546–7, 731 and human skills 471–2
building creative climate 667–8 sequential 545, 546, 731 technologies changing 472–3
and creativity 663, 664 technological 545 Johnson & Johnson 64, 79
CSR, sustainability and 65 interface design 597 joint venture 581
definition 663 intermittent reinforcement 155, jokes/joking 370
diffusion of 666–7 156, 158 judgement 24, 44
disruptive 663, 664 The Intern 52 adaptive decisions 693
influences 664 internal integration 128 groups and conformity 401
 Subject index 825

justice 58–60 distributed 369–70, 611, 612, SCARF model 167

just-in-time systems (JIT) 422 633–5 social 112, 162, 164, 169, 178
diversity 611, 619–20 teams 429
Kaizen team/quality circles 421–2 employee-centred behaviour 624 technology and 147
key performance indicators (KPIs) 613 engagement 625–6 virtual reality 161
Kickstarter 769 gender 611, 616–23, 635, 670 learning organization/organizational
kinesics 224 in global business context 635 learning 149, 157
Kiva Systems 477 groups 347, 368–70 leavism 278
knowledge holacratic organization 593 Leavitt diamond 495
action team 422 job-centred behaviour 624 legends/myths 109, 110, 123
economy 582 laissez-faire 368 Legends of Chima 74
sharing 165, 425–6 management vs 612–14 legitimate authority 530
multicultural virtual teams 427 need for 636 legitimate/position power 530,
transfer 393 new 611, 612, 631–5 628, 762
knowledge workers 54 organizational culture and 120–3, Lego 74
multiple team membership 371 124–7, 128, 742 LEGO® 585
specialization 495 pacesetting 629 The Lego Movie 74
Kodak 665 perspectives on 611–12 Lego Universe 74
power and politics 759, 763 Lehmann Brothers 61
Labor and Management Center 4 roles 635 liaison roles 733, 734
laggards 666 situational 629 liking
laissez-faire leadership 368 status 349 as influence principle 771
language 156, 216 stereotypes 611 structure 347, 351–2
accent 219 style-counselling 611, 612, 624–6 see also friendship
dialect 219 styles 629–30 line employees 503
symbolic, vs management control line of command see chain of
English 116
120–3 command
organizational culture 108, 110,
teams 436 line relationship 504, 506
116, 117
time-driven model 689 Linn Products 75–6
organizational mission statements
trait-spotting 611, 612, 614–15 listening 216
236–7
transformational 611, 615, 631–3 Lockheed Missile and Space
perception and 259–60
visionary 626 Company 421
tone 510
leading questions 221–2 locus of control 776
law of effect 152
leakage tells 760 logrolling 695
lead customers, collaboration
lean production/management loners/lone individuals 325
with 585
65, 430 long-linked technology 545, 546
leaders
lean working 465–6 low context culture 229
characteristics of 618 low-skill jobs 476–7
criticisms 465
oral behaviours 360–1 definition 465
relationships-orientated 628 plaudits 465 Machiavellianism 776
task-orientated 628 learning 15, 147–70 machine learning 79
transactional 631 AGES model 167–8 machine learning, AI 79, 80
leadership 8, 12, 20, 455, 509, behaviourist approach 152–6, Macondo Well blowout 7–9, 20
608–36, 757 157–8, 168–70 maintenance activities 358
affiliative 629 cloud-based 147 management 12
ageing workforce and 51 cognitive approach 150, 159–61, behaviour 279
authoritative 368, 629 162–5 conflict 735–43
autocratic 627 curve 149–50 contractor 8
behaviour, dimensions of 624, 629 declarative 149 control, symbolic leadership vs
biases 611 deficit 12 120–3
capabilities 626 definition 149 evidence-based 22–5, 29
change 625, 634, 636, 660–2 goals 195 failures 9 see also man-made
innovator and 669–72 group-based 317 disasters
charismatic 632 learning organization/ impression 65, 230–3, 760
coercive 629 organizational 157 leadership vs 612–14
conflict 738–9, 742 method 164–5 operations 613
context-fitting 611, 627–31 multicultural virtual teams 427 practice, organizational behaviour
contingency theory 611, 612, organizational 149 and 4–5
627–31 organizational cultures and roles (Mintzberg) 538–40
cross-industry project teams 424–6 leadership style 126, 127 social media 95
cultures 133 perception 254, 257 talent 613
definition 610 procedural 149 managerial activities 535–6
democratic 368, 627, 629, 630 process 148–51 managerialist perspective 4–5, 688