objectives. See goals

OOF (Office of the Future), 260

open systems, 36

open-book management, 395

operant conditioning, 359, 362

operations management, 500–501. See also project management; value chain management (VCM)

• contemporary issues in, 509–517

• corporate strategy and, 503

• Gantt charts, 513

• manufacturing firms and, 501

• manufacturing organizations, 501

• productivity and, 501–503

• service firms and, 501

• technology and, 510

opportunities, 174

• strategic management, 137

opportunity-based entrepreneurs, 199

oral reports, 476

order, management principles and, 31

organic organizations, 240–241, 240e

organization orientation, 278–279

organizational behavior (OB), 33, 36, 343

• focus of, 343

• generational differences, 362–363

• goals of, 344

• negative, 364–365

organizational change

• calm waters metaphor for, 169–170

• catalysts of, 169

• categories, 167e

• employees stress and, 174–177

• external forces and, 168–169

• implementation of planned, 171–172

• internal forces and, 168–169

• research on, 170

• resistance management of, 172–173, 178

• resistance management techniques, 178

• three-step process, 167, 167e

• white-water rapids metaphor, 171

organizational citizenship behavior, 344

organizational commitment, 345

organizational culture. See also culture

• decision marking and, 52, 53e

• dimensions of, 50

• employees and, 50, 53–54

• explanation of, 45

• innovation and, 181–182

• leadership style and, 433

• in learning organizations, 251

• managers and, 51–53, 53e

• method to identify, 53

organizational design, 248–249, 250

• authority and responsibility and, 234–238, 235e, 236e, 237e

• centralization vs. decentralization and, 239

• challenges in, 249–254

• contemporary, 245–249

• departmentalization and, 232–234, 233e

• divisional structure, 244e

• explanation of, 231

• flexible work arrangements and, 251–254

• functional structure, 244e

• global differences in, 249–250

• in learning organizations, 251

• matrix structure, 246–247, 246e, 247–248

• simple structure, 244

• span of control and, 238

• team structure, 246–247, 246e

• technology and, 242

• traditional, simple structure, 244–245, 245e

• variables affecting choice, 240–242, 240e

• work specialization and, 231–232, 232e

organizational development (OD), 172

organizational structure. See also organizational design; structure

• entrepreneurial ventures, 212, 214

organizations. See also global organizations

• boundaryless, 248–249, 250

• characteristics, 5, 5e

• downturns in, 218

• learning, 250–251, 251e

• levels, 11–12

• manufacturing, 501

• mechanistic, 240e

• network, 248–249

• not-for-profit, 12

• open systems, 35, 35e, 36

• organic, 180–181, 240e

• for profit, 12

• service, 64, 68

• size, 12–13

• societal expectations of, 74–77

• sustainability in, 18

• transformation process in, 501

organizing, 9

orientation

• future, 73

• humane, 73

• long-term vs. short-term, 72

• new-employee, 278–279

• performance, 73

ORION technology, 117

Owen, Robert, 33