Making the Team: A Guide for Managers, Fifth Edition

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• Old-timers’ reactions, to newcomers, 127

• Online planning, 77

• Operational measures, 71

• Operations groups, 16

• Optimal distinctiveness theory, 312

• Organizational context, 24

• Organizational factors, leading to powerlessness, 300

• Organizational involvement, 304–5

• Organizational memory, 241

• Organizational myopia, 70

• Organizational networking, 239

• Organization, identity levels in, 311

• Orientation, 163

  • customer, 255

  • future-self, 194

  • high-performance, 78

  • independent vs interdependent, 308

  • individual vs collective, 354

  • pro-social, 146

  • sexual, 334

  • team vs individual, 8

  • task, 174, 175

• Originality, 218, 219

• Ostracism, 100

• Outcome accountability, 193

• Outgroup approach bias, 316

• Out-group homogeneity bias, 323–24

• Outgroups, 316