Capacity, of organization’s environment, 260
Casmir, Fred, 183
Causation, internal and external, 84
Centralization, 250–251, 263
Chain of command, 248–249
Challenge stressors, 297
Change
See also Organizational change
agents of, 286
barriers to, 272
planned, 286
processes,
Channel richness, 177–178
Charismatic leadership theory
born vs. learned qualities, 194–195
dark side of, 195–196
influencing followers, 195
situational contingencies, 195
transformational leadership vs., 199
Circular structure, 257
Clarity, Element of Situational Strength, 73
Coalitions, 212
Coercion, 289
Coercive power, 208–209
Cognition, need for, 179
Cognitive component of attitudes, 35
Cognitive dissonance, 36
Cognitive evaluation theory, 104–105
Cohesiveness, 146–147
Collaboration, 231
Collectivism, 49, 78
Communication, 230
apprehension, 182–183
barriers to, 180–182
channels for, 172
choosing, 176–178, 177–178
cultural barriers and, 182–183
cultural context and, 183, 183e
cultural factors and, 182–184, 183e
cultural guide for, 183–184
direction of, 172–175, 174e
downward, 173
emotions and, 181
functions of, 171–172
information security and, 178
interpersonal,
interunit, 294
language and, 181
lateral, 173
lying and, 182
modes of, 175–176
nonverbal, 176
oral, 175–176
organizational, 304
persuasive, 178–180
process of, 172, 172e
silence and, 181
summary of, 185–186
tailoring messages, 179–180
upward, 173
written, 176
Competition, 231, 286
Complexity, of organization’s environment, 260
Compromise, 232
Conciliator, 243
Confirmation bias, 90
Conflict
cultural barriers caused by, 183–184
definition of, 226–227, 227e
dyadic, 229
dysfunctional, 227, 227e
felt, 231
functional, 227, 227e
intergroup, 229
interrole, 140
intragroup, 229
levels of, 166
loci of, 229
management, 233, 234
negotiation and,
perceived, 231
process of, 229–234, 230e, 232e
relationship, 166, 228
role, 140
structure and, 230
summary of, 243
task, 166, 228
team and, 166
types of, 228–229
Conflict process, 229, 230e
behavior, 232–233, 232e
cognition and personalization, 231
intentions
accommodating, 232
avoiding, 232
collaborating, 232
competing, 231
compromising, 232
outcomes
cultural influences, 234
dysfunctional, 233–234
functional, 233
management, 234
potential opposition or incompatibility
communication, 230
personal variables, 230–231
structure, 230
Conscientiousness, 67, 68, 68e
Consensus of behavior, 84–85
Consequences, Element of Situational Strength, 73
Consistency of behavior, 73, 84–85
Constraints, Element of Situational Strength, 73
Consultation, 212
Context, 83–84
Contingency theories, 189–192, 190e
Contingency variables,
Contrast effects, 86
Controlled processing, 179
Cooptation, 289
Core self-evaluations (CSEs), 41, 46, 71–72
Core values, 266
Corporate social responsibility (CSR), , 41–42, 172, 212, 280
Cost-minimization strategy, 259
Counterproductive work behavior (CWB), 43–45
Creative outcomes, 98
Creative potential, 96
Creativity, 60, 95–96, 96e
environment and, 97–98
ethics and, 97
expertise and, 97
intelligence and, 97
personality and, 97
Cross-functional teams, 157
Cultural context, 183, 183e
Cultural differences, 92, 163
Cultural identity, 27
Culture(s), 183, 183e, 271
See also Organizational culture
adapting to differing norms, –10
barriers, 182–183
dominant, 266
IM and, 222
influences in conflict, 234
justice and, 114
negotiation in, 240
norms and, 144
trust and, 202
values, 78–81, 80e
working with people from different,
Customer satisfaction, 42–43
Customer service, 61