Resistance to Change 167 How to Overcome Resistance to Change 168 A Model for Identifying and Overcoming Resistance to Change 169 Organizational Development 170 Change Models 170 Organizational Development Interventions 172 Entrepreneurship 175 New Venture Entrepreneurs and Intrapreneurs 175 Selecting the New Venture and Business Planning 178 PART III • ORGANIZING Chapter 7. Organizing and Delegating Work 184 Organization Considerations and Principles 186 Organizational Considerations 186 Principles of Organization 186 Authority 189 Formal and Informal Authority and Scope and Levels of Authority 189 Centralized and Decentralized Authority 190 Line and Staff Authority 190 Organizational Design 191 Organization Chart 192 Departmentalization 193 Multiple Departmentalization 194 Reengineering Contemporary Organizational Designs 195 Job Design 197 Job Simplification 198 Job Expansion 199 Work Teams 199 The Job Characteristics Model 200 Organizing Yourself and Delegating 201 Setting Priorities 201 Delegating 205 Chapter 8. Managing Team Work 214 Teams and the Lessons of the Geese 216 Groups and Teams and Performance 216 Groups and Teams 217 The Group Performance Model 218 Group Structure 219 Group Types 219 Group Size 221 Group Composition 221 Group Leadership and Objectives 222 Group Process 222 Group Roles 223 Group Norms 224 Group Cohesiveness 225 Status Within the Group 226 Decision Making and Conflict Resolution 227 Stages of Group Development and Management Styles 228 Stage 1. Forming—Autocratic Management Style 228 Stage 2. Storming—Consultative Forces for Change 166 Types of Change 167 Forms of Change 168 Managing Innovation 170 Innovative Organizational Structures and Cultures 170 Managing Innovation During Incremental and Discontinuous Change 171 Managing Change 172 Stages in the Change Process 173 Resistance to Change 174 How to Overcome Resistance to Change 174 A Model for Identifying and Overcoming Resistance to Change 176 Organizational Development 176 Change Models 177 Organizational Development Interventions 179 Entrepreneurship 182 New Venture Entrepreneurs and Intrapreneurs 182 The Entrepreneurial Process 185 Trends and Issues in Management 188 Chapter Summary 189 Part III: Organizing Chapter 7. Organizing and Delegating Work 194 Organizational Considerations and Principles 196 Organizational Considerations Principles of Organization 197 Authority 199 Formal and Informal Authority and Scope and Levels of Authority 199 Centralized and Decentralized Authority 200 Line and Staff Authority 201 Organizational Design 202 Organization Chart 202 Traditional Departmentalization 204 Contemporary Organizational Design 205 Multiple Departmentalization 205 Contemporary Organizational Issues and Designs 206 Job Design 209 Job Simplification 209 Job Expansion 211 Work Teams 212 Organizing Yourself and Delegating 212 Setting Priorities 213 Delegating 216 Trends and Issues in Management 218 Chapter Summary 219 Chapter 8. Managing Teamwork 228 Groups and Teams and Performance 229 Groups and Teams 230 The Group Performance Model 231 Group Structure 232 Group Types 232 Group Size 234 Group Composition 235 Group Leadership and Objectives 236 Group Process 237
Financial Budgets and Statements 428 Personal Finance 431 Managing People 431 Coaching 431 Management by Walking Around 434 Counseling 434 Disciplining 435 Chapter 15. Operations, Quality, and Productivity 446 Time-Based Competition and Operations 447 Classifying Operations Systems 448 Tangibility of Products 448 Level of Customer Involvement 449 Operations Flexibility 449 Resources and Technology Management 451 Multiple Classifications 451 Designing Operations Systems 451 Product Mix and Design 452 Facility Layout 453 Facility Location and Capacity Planning 454 Managing Operations Systems and the Supply Chain 455 Planning Schedules and Project Management 455 Inventory Control 459 Materials Requirement Planning (MRP) 460 Supply Chain Management 461 Quality Control 462 Productivity and the Balanced Scorecard 466 Measuring and Increasing Productivity 466 The Balanced Scorecard 468 Glossary 477 Endnotes 483 Author Index 504 Subject Index 505 Company Index 515 Oral Communication 420 Nonverbal Communication 421 Written Communication 422 Combining Channels 422 Selecting the Message Transmission Channel 423 Sending Messages 423 Planning the Message 423 The Message-Sending Process 424 Checking Understanding: Feedback 424 Receiving Messages 426 The Message-Receiving Process 426 Active Listening 428 Responding to Messages 428 Response Styles 428 Dealing With Emotions and Emotional Intelligence 430 Criticism 432 Trends and Issues in Management 433 Chapter Summary 435 Part V: Controlling Chapter 14. Managing Control Systems, Finances, and People 446 Organizational and Functional Area Control Systems 447 Organizational Systems Control 448 Functional Area/Department Control Systems 449 Establishing Control Systems 450 The Control Systems Process 450 Control Frequency and Methods 453 Financial Controls: The Master Budgeting Process 456 Operating Budgets 457 Capital Expenditures Budget 458 Financial Budgets and Statements 459 Personal Finance 461 Managing People 461 Coaching 461 Management by Walking Around 464 Counseling 465 Disciplining 466 Handling Complaints 468 Trends and Issues in Management 469 Chapter Summary 471 Chapter 15. Operations, Quality, and Productivity 480 Operations 481 Operations and Products 482 Manufacturing and Service Operations 483 Classifying Operations Systems 484 Tangibility of Products 484 Level of Customer Involvement 484 Operations Flexibility 485 Resources and Technology Management 486 Multiple Classifications 487 Designing Operations Systems 488 Product Mix and Design 488