C corporation, 212, 213e

California Huntington Beach Hyatt Regency Resort and Spa, 104

Cantillon, Richard, 199

career, success, 307–309

Carlton and United Breweries, 512

Carter, Rob, 424

Caterpillar, 290, 511

CATL (Contemporary Amperex Technology, Ltd.), 85

Cava Mezze restaurant, 214

centralization, 31

certainty, 106

chain of command, 234, 235e

• dual, 247

Chandler, Alfred, 241

change. See also organizational change

• economic uncertainty, 46–47, 46e

• organizations and, 15

• strategic, 158–159

• technological, 47, 200, 363

• workforce, 167–168

change agents, 169

charismatic leadership, 422

charismatic power, 257

Chevron, 456

Chicago Cubs, 342

Choose Water water bottle, 200

Chouinard, Yvon, 403

Chrostowski, Brandon, 224

Cinemark cinemas, 60

Circuit City, 14

Cisco Systems, 103

Civil Rights Act of 1964, Title VII, 269, 292, 293

classical conditioning theory, 362

classical management approach, 31

ClearCompany, 215

cloud computing, 143

coaching skills, 332

Coca-Cola Company (Coke), 86, 135, 234, 274

codes of ethics, 79–80

coercive power, 256

cognitive component of attitude, 345

cognitive dissonance, 346–347

cohesiveness

• groups, 314, 318, 319, 329

• team, 314, 318, 319, 329–330

collaboration, technologically-aided, 323

collaboration skills, 19

collectivism, 72

• explanation of, 72, 73

• in-group, 73

command

• commitment, organizational, 345

• management principles and, 31

• unity of, 236

command chain, 234, 235e

communication, 19

• active listening and, 450

• augmented reality (AR), 454

• barriers, 446–449, 447e

  • overcoming, 449–450, 455

• body language, 446

• channel, 444, 444e

• culture and, 449

• customer service and, 458

• decoding, 444, 444e

• e-mail, 452

• emojis, 448

• emoticons, 448

• emotions and, 448, 455

• employee input and, 458–459

• encoding and, 443

• ethical issues in, 459

• eye contact and, 463

• feedback, 444, 444e

• feedback and, 449–450

• filtering, 447

• gender and, 449

• grapevine, 445

• information overload, 448

• information technology (IT) and,451–454

• instant messaging (IM), 452

• Internet-based, 453

• jargon, 448

• knowledge management and, 457–458

• knowledge resources and, 457–458

• language and, 448–449

• legal and security issues in, 456

• management and, 455–457

• message, 444, 444e

• mobile, 452

• networked, 451

• nonverbal, 445–446, 455

• organizational extranet, 453

• organizational intranet, 453

• process, 443–444

• process, 444e

• selective perception, 447–448

• styles of, 463–464

• teleconferencing, 453

• verbal intonation, 446

• videoconferencing, 453

• voice mail, 453

• written, 445

conceptual skills, 11

conflict, 9, 19, 175, 181, 220, 246

• on teams, 326–327

conformity in groups, 317, 320

conscientiousness, 350, 354

consensus, attribution theory and, 356

consistency, attribution theory and, 356

constraints, 174

contemporary management approaches, 35–36

contingency approach, 36

contingency theories of leadership

• Fiedler, 415–416, 416e

• Fiedler theory, 415

• leader-participation model, 418

• situational leadership theory (SLT), 416–418

contingent workers, 150, 254, 255, 290, 393

• motivation of, 394–395

control, 9

• balanced scorecard approach to, 485

• challenges, 487–488

• comparing actual performance to planned goals, 478–479

• concurrent, 481

• contemporary issues, 486–491

• cultural differences and, 486

• employee performance, 484, 487

• feedback, 481, 484, 489

• feedforward, 480–481, 489

• financial, 482

• importance of, 473

• of information, 483–484

• measuring, 475–478

• process, 475–478, 477e

• span of, 238

• timing, 480–481

control issues

• cultural differences and, 486

• employee theft and, 488–489, 489e

• privacy and, 487

• technology and, 487

• workplace violence and, 489–491, 491e

controlling tool, budget analysis, 483

Cook, Tim, 11, 80

Cooperative Printing, 351

core competencies, 137

• competitive strategy, 140

• mission statement, 138

corporate rituals, culture and, 50

corporate social responsibility (CSR). See social responsibility

corporate strategy, 139. See also strategies

• operations management and, 503

corporations

• global, 69, 70

• multidomestic, 69, 70

• multinational, 69, 70

• transnational (borderless), 69, 70

cost leadership competitive strategy, 140

creative-thinking skills, 111

creativity, 110–111

• decision making and, 110–112, 115–116

• development of, 115–116

• inhibiting factors, 111

• planning and, 134

credibility, leadership and, 428

crisis planning, 154

critical path, 514

• PERT chart, 515

critical thinking skills, 18–19

cross-functional teams, 234, 322

cultural differences

• adjustments based on, 486

• decision making and, 109–110

• Hofstede’s dimensions, 72

• management of global organizations and, 71–74

• motivation and, 392–393

• personality attributes and, 354

• team structure and, 329–330

culture. See also organizational culture

• communication and, 449

• descriptive, 49

• leadership and, 425–426, 435

• mission and, 50

• organizational, 50, 72

• perceived, 49

• shared, 49

customer departmentalization, 233, 233e

customer service

• communication and, 458

• importance of, 16, 141

• as strategic weapon, 141