(eTextbook PDF) for M: Management

6th Edition by Thomas Bateman

Visit to download the full and correct content document:
https://ebookmass.com/product/etextbook-pdf-for-m-management-6th-edition-by-tho
mas-bateman/
 5.3 | Services Must Meet Customers’
Changing Needs 20
5.4 | Do It Better and Faster 20
5.5 | Low Costs Help Increase Your
Sales 21
5.6 | The Best Managers Deliver All
Five Advantages 22
REI’s Stewardship Strategy 10
Take Charge of Your Career: Study
abroad while you can 15
2 THE EVOLUTION OF
MANAGEMENT 26
1 | ORIGINS OF MANAGEMENT 27
1.1 | The Evolution of Management 28
2 | CLASSICAL APPROACHES 28
2.1 | Systematic Management 29
2.2 | Scientific Management 29
2.3 | Bureaucracy 32
2.4 | Administrative Management 33
2.5 | Human Relations 34
3 | CONTEMPORARY
APPROACHES 36
3.1 | S
 ociotechnical Systems
Theory 36
3.2 | Q  uantitative Management 36
3.3 | O  rganizational Behavior 36
3.4 | S  ystems Theory 37
4 | MODERN CONTRIBUTORS 38
4.1 | A
 n Eye on the Future 39
Take Charge of Your Career: Use
history to your advantage 35
Companies Shift to Green Power 40
©Stanislau Palaukou/Shutterstock
©Media for Medical SARL/Alamy
3 THE ORGANIZATIONAL
ENVIRONMENT AND CULTURE 44
1 | THE MACROENVIRONMENT 46
1.1 | Laws and Regulations Protect and
Restrain Organizations 46
1.2 | The Economy Affects Managers
and Organizations 47
1.3 | Technology Is Changing Every
Business Function 48
1.4 | Demographics Describe Your
Employees and Customers 48
1.5 | Social Values Shape Attitudes
Toward Your Company and Its
Products 50
2 | THE COMPETITIVE
ENVIRONMENT 51
2.1 | Rivals Can Be Domestic or
Global 51
2.2 | New Entrants Increase When
Barriers to Entry Are Low 52
2.3 | Customers Determine Your
Success 53
2.4 | Products Can Be Substitutes or
Complements of Yours 54
2.5 | Suppliers Provide Your Resources 54
3 | KEEP UP WITH CHANGES IN THE
ENVIRONMENT 55
3.1 | Environmental Scanning Keeps
You Aware 56
3.2 | Scenario Development Helps You
Analyze the Environment 56
3.3 | Forecasting Predicts Your Future
Environment 56
3.4 | Benchmarking Helps You Become
Best in Class 57
4 | RESPONDING TO THE
ENVIRONMENT 57
4.1 | Adapt to the External
Environment 57
4.2 | Influence Your Environment 59
4.3 | Change the Boundaries of the
Environment 60
4.4 | Three Criteria Help You Choose
the Best Approach 61
5 | CULTURE AND THE INTERNAL
ENVIRONMENT OF ORGANIZATIONS 62
5.1 | What Is Organizational Culture? 62
5.2 | Companies Give Many Clues
About Their Culture 63
5.3 | Four Different Types of
Organizational Cultures 64
5.4 | Managers Can Leverage Culture
to Meet Challenges in the External
Environment 65
Take Charge of Your Career:
Figure out the organizational
culture, and fast! 64
Water for People 49
CONTENTS vii
 part two Planning 70
©NYCStock/Shutterstock
4 ETHICS AND CORPORATE
RESPONSIBILITY 70
It’s a Big Issue 72
It’s a Personal Issue 72
1 | YOUR PERSPECTIVES SHAPE YOUR
ETHICS 73
1.1 | Universalism 74
1.2 | Egoism 74
1.3 | Utilitarianism 75
1.4 | Relativism 75
1.5 | Virtue Ethics 76
2 | BUSINESS ETHICS MATTER 76
2.1 | Ethical Dilemmas 77
2.2 | Ethics and the Law 77
2.3 | The Ethical Climate Influences
Employees 78
2.4 | Danger Signs 78
3 | MANAGERS SHAPE BEHAVIOR 79
3.1 | Ethical Leadership 80
3.2 | Ethics Codes 80
3.3 | Ethics Programs 80
4 | YOU CAN LEARN TO MAKE
ETHICAL DECISIONS 82
4.1 | The Ethical Decision-Making
Process 82
4.2 | Outcomes of Unethical
Decisions 83
4.3 | Ethics Requires Courage 83
5 | CORPORATE SOCIAL
RESPONSIBILITY 84
5.1 | Levels of Corporate Social
Responsibility 84
viii CONTENTS
5.2 | Do Businesses Really Have a
Social Responsibility? 85
5.3 | You Can Do Good and Do Well 86
6 | THE NATURAL ENVIRONMENT 87
6.1 | Economic Activity Has
Environmental Consequences 87
6.2 | Development Can Be
Sustainable 87
6.3 | Some Organizations Set
Environmental Agendas 89
Take Charge of Your Career: Why
settle? Find a great place to work! 79
A College Built by and for the Poor 88
©Yoshikazu Tsuno/AFP/Getty Images
5 PLANNING AND DECISION
MAKING 94
1 | THE PLANNING PROCESS 95
1.1 | Analyze the Situation 95
1.2 | Generate Alternative Goals and
Plans 96
1.3 | Evaluate Goals and Plans 96
1.4 | Select Goals and Plans 96
1.5 | Implement the Goals and
Plans 97
1.6 | Monitor and Control
Performance 97
2 | LEVELS OF PLANNING 98
2.1 | Strategic Planning Sets a Long-
Term Direction 98
2.2 | Tactical and Operational Planning
Support the Strategy 98
2.3 | All Levels of Planning Should Be
Aligned 99
3 | STRATEGIC PLANNING
PROCESS 100
3.1 | Establish a Mission, Vision, and
Goals 100
3.2 | Analyze External Opportunities
and Threats 102
3.3 | Analyze Internal Strengths and
Weaknesses 103
3.4 | Conduct a SWOT Analysis and
Formulate Strategy 105
4 | BUSINESS STRATEGY 107
5 | IMPLEMENT THE STRATEGY 110

©Associated Press
6 | MANAGERIAL DECISION
MAKING 111
6.1 | Identifying and Diagnosing the
Problem 112
6.2 | Generating Alternative
Solutions 112
6.3 | Evaluating Alternatives 113
6.4 | Making the Choice 114
6.5 | Implementing the Decision 114
6.6 | Evaluating the Decision 115
7 | HUMAN NATURE ERECTS
BARRIERS TO GOOD DECISIONS 115
7.1 | Psychological Biases 116
7.2 | Time Pressures 116
7.3 | Social Realities 117
8 | GROUP PROCESS AFFECTS
DECISION QUALITY 117
8.1 | Groups Can Help 117
8.2 | Groups Can Hurt 117
8.3 | Groups Must Be Well Led 118
8.4 | Groups Can Drive Innovation 119
Take Charge of Your Career: Are
Millennials really worse off? 113
The Green Cities Movement 108
6 ENTREPRENEURSHIP 124
1 | ENTREPRENEURSHIP 126
1.1 | Why Become an
Entrepreneur? 128
1.2 | What Does It Take to
Succeed? 128
2 | WHAT BUSINESS SHOULD YOU
START? 129
2.1 | The Idea 129
2.2 | The Opportunity 130
2.3 | Franchises 131
2.4 | The Internet 132
2.5 | Next Frontiers 133
2.6 | Side Streets 134
3 | WHAT DOES IT TAKE,
PERSONALLY? 134
3.1 | Making Good Choices 135
3.2 | Failure Happens, but You Can
Improve the Odds of Success 136
3.3 | The Role of the Economic
Environment 137
3.4 | Business Incubators 137
4 | COMMON MANAGEMENT
CHALLENGES 137
4.1 | You Might Not Enjoy It 137
4.2 | Survival Is Difficult 137
4.3 | Growth Creates New
Challenges 138
4.4 | It’s Hard to Delegate 138 ©John Lund/Blend Images LLC
4.5 | Poor Controls 139
4.6 | Misuse of Funds 139 6.2 | Build Intrapreneurship in Your
4.7 | Going Public 139 Organization 144
4.8 | Mortality 140 6.3 | Managing the Risks 145
6.4 | An Entrepreneurial Orientation
5 | PLANNING AND RESOURCES HELP
Encourages New Ideas 145
YOU SUCCEED 140
5.1 | Planning 140 Take Charge of Your Career: Don’t
5.2 | Nonfinancial Resources 142 wait! Be an entrepreneur while still
6 | CORPORATE in college 131
ENTREPRENEURSHIP 144 Ashoka’s Bill Drayton, Pioneering
6.1 | Build Support for Your Ideas 144 Social Entrepreneur 146
©Rawpixel.com/Shutterstock
CONTENTS ix
 part three Organizing 152

4.4 | Coordination Requires

Communication 168
5 | ORGANIZATIONAL AGILITY 168
5.1 | S
 trategies Promote Organizational
Agility 169
5.2 | A  gile Organizations Focus on
Customers 170
5.3 | Technology Can Support
Agility 172

Take Charge of Your Career: Land an

internship 164
Community Solutions’s 100,000
Homes Campaign 165
©ASSOCIATED PRESS
©Chris Ryan/age fotostock
7 ORGANIZING FOR 8 MANAGING HUMAN
SUCCESS 152 RESOURCES 178 3.3 | Sometimes Employees Must Be
1 | FUNDAMENTALS Let Go 187
1 | STRATEGIC HUMAN RESOURCES 3.4 | Legal Issues and Equal
OF ORGANIZING 154
MANAGEMENT 179 Employment Opportunity 189
1.1 | Differentiation Creates
1.1 | HR Planning Involves Three 4 | TRAINING AND
Specialized Jobs 155
Stages 180 DEVELOPMENT 191
1.2 | Integration Coordinates
Employees’ Efforts 155 2 | STAFFING THE 4.1 | Programs Include Four Phases 191
ORGANIZATION 183 4.2 | Common Objectives and
2 | THE VERTICAL STRUCTURE 156
2.1 | Recruiting Attracts Good Topics 191
2.1 | Authority Is the Vertical
Candidates 183 5 | PERFORMANCE APPRAISAL 192
Glue 156
2.2 | Span of Control and Layers 3 | SELECTING CHOOSES THE BEST 5.1 | What Do You Appraise? 192
Influence a Manager’s HIRE 185 5.2 | Who Should Do the
Authority 157 3.1 | Selection Methods 185 Appraisal? 194
2.3 | Delegation Is How Managers 3.2 | Reliability and Validity Are 5.3 | How Do You Give Employees
Use Others’ Talents 158 Essential 187 Feedback? 195
2.4 | Decentralizing Spreads
Decision-Making Power 159
3 | THE HORIZONTAL
STRUCTURE 160
3.1 | Functional Organizations Foster
Efficient Experts 161
3.2 | D
 ivisional Organizations Increase
Customer Focus 162
3.3 | M  atrix Organizations Try to Be
the Best of Both Worlds 163
3.4 | Network Organizations Are Built
on Collaboration 165
4 | ORGANIZATIONAL
INTEGRATION 167
4.1 | S
 tandardization Coordinates
Work Through Rules and
Routines 167
4.2 | P  lans Set a Common
Direction 167
4.3 | M  utual Adjustment Allows Flexible
Coordination 167 ©PAUL J. RICHARDS/Getty Images

x CONTENTS
6 | DESIGNING REWARD
SYSTEMS 196
6.1 | Pay Decisions Consider
the Company, Position, and
Individual 196
6.2 | Incentive Pay Encourages
Employees to Perform 196
6.3 | Executive Pay Is
Controversial 197
6.4 | Employees Get Benefits, Too 198
6.5 | Pay and Benefits Must Meet Legal
Requirements 198
6.6 | Employers Must Protect Health
and Safety 199
7 | LABOR RELATIONS 199
7.1 | What Labor Laws Exist? 199
7.2 | How Do Employees Form
Unions? 200
7.3 | How Is Collective Bargaining
Conducted? 200
Source: National Archives and Records Administration (NWDNS-306-SSM-4A-35-6)
7.4 | What Does the Future Hold? 201

Take Charge of Your Career: Tips for

providing constructive feedback 195 1.2 | Diversity Is Growing in Today’s 5 | ORGANIZATIONS CAN CULTIVATE
Workforce 209 A DIVERSE WORKFORCE 218
Would You Work for a Social 1.3 | The Future Will Be More Diverse 5.1 | Start by Securing Top
Enterprise? 182 Than Ever 214 Managers’ Commitment 218
2 | WELL-MANAGED DIVERSITY 5.2 | Conduct an Organizational
AND INCLUSION: A COMPETITIVE Assessment 218
9 MANAGING DIVERSITY
ADVANTAGE 215 5.3 | Attract a Diverse Group
AND INCLUSION 206 of Qualified Employees 219
3 | MANAGING DIVERSITY
1 | DIVERSITY IS DYNAMIC AND 5.4 | Train Employees to Understand
CHALLENGES 215
EVOLVING 208 and Work with Diversity 219
1.1 | Diversity Shaped America’s 4 | MULTICULTURAL 5.5 | Retain Talented Employees 220
Past 208 ORGANIZATIONS 216 6 | MANAGING GLOBALLY 222
6.1 | Changes in the Global
Workforce 222
6.2 | Global Managers Need ­Cross-
Cultural Skills 222
6.3 | National Cultures Shape Values
and Business Practices 224
6.4 | Globalization Brings Complex
Ethical Challenges 226

Take Charge of Your Career: Find a

mentor (before they all retire) 221
The Greenest Countries and
Companies on Earth 223

©Cultura Limited/Getty Images

CONTENTS xi
 part four Leading 230
©Sam Edwards/age fotostock
10 LEADERSHIP 230
1 | VISION 232
2 | LEADING AND MANAGING 233
2.1 | Comparing Leaders and
Managers 233
2.2 | Good Leaders Need Good
Followers 234
3 | POWER AND LEADERSHIP 234
4 | TRADITIONAL APPROACHES TO
UNDERSTANDING LEADERSHIP 235
4.1 | Certain Traits May Set Leaders
Apart 235
4.2 | Certain Behaviors May Make
Leaders Effective 237
4.3 | The Best Way to Lead Depends on
the Situation 239
5 | CONTEMPORARY PERSPECTIVES
ON LEADERSHIP 244
5.1 | Charismatic Leaders Inspire Their
Followers 244
5.2 | Transformational Leaders
Revitalize Organizations 246
5.3 | Authentic Leadership Adds an
Ethical Dimension 247
6 | YOU CAN LEAD 248
6.1 | Seek Opportunities to Lead 248
6.2 | Good Leaders Need Courage 249
The B Team Says “Plan A Is No Longer
Acceptable” 245
Take Charge of Your Career: Develop
your leadership skills 250
11 MOTIVATING PEOPLE 256
1 | SETTING GOALS 258
1.1 | Well-Crafted Goals Are Highly
Motivating 258
xii CONTENTS
1.2 | Stretch Goals Help
Employees Reach New
Heights 259
1.3 | Goal Setting Must Be
Paired with Other Management
Tools 259
1.4 | Set Your Own Goals,
Too 261
2 | REINFORCING
PERFORMANCE 261
2.1 | Behavior Has
Consequences 261
2.2 | Be Careful What You
Reinforce 263
©Hyperloop/Cover Images/Newscom
2.3 | Should You Punish
Mistakes? 263
2.4 | Feedback Is Essential 6 | ACHIEVING FAIRNESS 274
Reinforcement 264
6.1 | People Assess Equity by Making
3 | PERFORMANCE-RELATED Comparisons 274
BELIEFS 264 6.2 | People Who Feel Inequitably
3.1 | If You Try Hard, Will You Treated Try to Even the
Succeed? 264 Balance 275
3.2 | If You Succeed, Will You Be 6.3 | Procedures—Not Just Outcomes—
Rewarded? 265 Should Be Fair 275
3.3 | All Three Beliefs Must Be 7 | EMPLOYEE WELL-BEING 276
High 265
7.1 | Companies Are Improving the
3.4 | Expectancy Theory Identifies
Quality of Work Life 276
Leverage Points 265
7.2 | Psychological Contracts
4 | UNDERSTANDING PEOPLE’S Are Understandings of
NEEDS 266 Give-and-Take 277
4.1 | Maslow Arranged Needs in a
Take Charge of Your Career:
Hierarchy 266 Will your next job motivate you,
4.2 | Alderfer Identified Three or not so much? 270
Work-Related Needs 267
4.3 | McClelland Said Managers Seek Stonyfield Organic Motivates Through
Achievement, Affiliation, and Its Mission 260
Power 268
4.4 | Do Need Theories Apply
Internationally? 269
5 | DESIGNING JOBS THAT
MOTIVATE 269
5.1 | Managers Can Make Work More
Interesting 271
5.2 | Herzberg Proposed Two
Important Job-Related
Factors 271
5.3 | Hackman and Oldham:
Meaning, Responsibility,
and Feedback Provide
Motivation 271
5.4 | To Motivate, Empowerment Must
Be Done Right 272 ©Gajus/Shutterstock
12 TEAMWORK 282 7.4 | Conflict Isn’t Always
Face-to-Face 300
1 | THE CONTRIBUTIONS OF
TEAMS 283 Take Charge of Your Career: Group
projects: How to improve your
2 | THE NEW TEAM results 295
ENVIRONMENT 284
2.1 | Organizations Have Different Teams Make Social Impact By
Types of Teams 284 Design 286
2.2 | Self-Managed Teams Empower
Employees 285
13 COMMUNICATING 306
3 | HOW GROUPS BECOME REAL
TEAMS 287 1 | INTERPERSONAL
3.1 | Group Activities Shift as the Group COMMUNICATION 307
Matures 287 1.1 | One-Way Communication Is
3.2 | Groups Enter Critical Periods 287 Common 307
3.3 | Teams Can Face Challenges 288 1.2 | Communication Should Flow in
3.4 | Some Groups Develop More Than One Direction 308
into Teams 288 2 | WATCH OUT FOR
4 | WHY DO GROUPS SOMETIMES COMMUNICATION PITFALLS 309
FAIL? 289 2.1 | Everyone Uses Perceptual and
5 | BUILDING EFFECTIVE Filtering Processes 309
TEAMS 289 2.2 | Mistaken Perceptions Cause
Misunderstandings 310 ©Kwame Zikomo/Purestock/SuperStock
5.1 | Effective Teams Focus
on Performance 290 3 | COMMUNICATIONS
6 | INFORMAL COMMUNICATION
5.2 | Managers Motivate Effective FLOW THROUGH DIFFERENT
NEEDS ATTENTION 325
Teamwork 291 CHANNELS 311
6.1 | Managing Informal
5.3 | Effective Teams Have Skilled 3.1 | Electronic Media Offer Flexible,
Communication 325
Members 291 Efficient Channels 312
5.4 | Norms Shape Team 3.2 | Managing the Electronic 7 | BOUNDARYLESS ORGANIZATIONS
Behavior 292 Load 315 HAVE (ALMOST) NO INFORMATION
5.5 | Team Members Must Fill 3.3 | The Virtual Office 315 BARRIERS 325
Important Roles 292 3.4 | Use “Richer” Media
Take Charge of Your Career: Tips for
5.6 | Cohesiveness Affects Team for Complex or Critical
making formal presentations more
Performance in Different Messages 315
powerful 317
Ways 293 4 | IMPROVING COMMUNICATION
5.7 | Managers Can Build SKILLS 316 Getting the Green Message Out with
Cohesiveness and High- Social Media 313
4.1 | Senders Can Improve Their
Performance Norms 295
Communication Skills 316
6 | MANAGING LATERAL 4.2 | Nonverbal Signals Matter,
RELATIONSHIPS 296 Too 318
6.1 | Some Team Members Should 4.3 | Receivers Can Improve Their
Manage Outward 296 Listening, Reading, and
6.2 | Some Relationships Help Teams Observational Skills 319
Coordinate with Others in the 5 | ORGANIZATIONAL
Organization 297 COMMUNICATION 321
7 | CONFLICT HAPPENS 297 5.1 | Downward Communication
7.1 | Conflicts Arise Both Within and Directs, Motivates, Coaches, and
Among Teams 297 Informs 321
7.2 | Conflict Management 5.2 | Upward Communication Is
Techniques 298 Invaluable 323
7.3 | Mediating Can Help Resolve a 5.3 | Horizontal Communication Fosters
Conflict 299 Collaboration 324 ©Jennifer DeMonte/Getty Images

CONTENTS xiii
 part five Controlling 330
©dpa picture alliance/Alamy Stock Photo
14 MANAGERIAL CONTROL 330
1 | SPINNING OUT OF CONTROL? 331
2 | BUREAUCRATIC CONTROL
SYSTEMS 332
2.1 | Control Systems Include These
Steps 332
2.2 | Bureaucratic Control Occurs
Before, During, and After
Operations 336
2.3 | Management Audits Control
Multiple Systems 338
2.4 | Sustainability Audits and the Triple
Bottom Line 339
3 | BUDGETARY CONTROLS 339
3.1 | Fundamental Budgetary
Considerations 339
3.2 | Types of Budgets 340
3.3 | Activity-Based Costing 342
4 | FINANCIAL CONTROLS 343
4.1 | Balance Sheet 343
4.2 | Profit and Loss Statement 343
4.3 | Financial Ratios 343
4.4 | Bureaucratic Control Has
Downsides 345
5 | MORE EFFECTIVE CONTROL
SYSTEMS 347
5.1 | Establish Valid Performance
Standards 347
5.2 | Provide Adequate
Information 348
5.3 | Ensure Acceptability and the
Company’s Empathy 349
5.4 | Maintain Open
Communication 350
5.5 | Use Multiple Approaches 350
xiv CONTENTS
6 | THE OTHER CONTROLS: MARKETS 4.5 | Job Design and Human Resources
AND CLANS 350 Make Innovation Possible 370
6.1 | Market Controls Let Supply and 5 | BECOMING WORLD-CLASS 370
Demand Determine Prices and 5.1 | Build Organizations for
Profits 350 Sustainable, Long-Term
6.2 | Clan Control Relies on Greatness 371
Empowerment and Culture 351 5.2 | Replace the “Tyranny of the Or”
Take Charge of Your Career: with the “Genius of the And” 371
How to control without being too 5.3 | Organization Development
controlling 334 Systematically Shapes
Success 371
TerraCycle’s Cost Control Formula Is 5.4 | Certain Management Practices
Garbage 341 Make Organizations Great 372
6 | LEADING CHANGE 372
15 INNOVATING AND 6.1 | Motivate People to Change 373
6.2 | A Three-Stage Model Shows Ways
CHANGING 356
to Manage Resistance 374
1 | DECIDING TO ADOPT NEW 6.3 | Certain Strategies Enlist
TECHNOLOGY 358 Cooperation 375
1.1 | Deciding When to Adopt New 6.4 | Harmonize Multiple Changes 377
Technology 358 6.5 | Managers Must Lead Change 378
1.2 | Being a Technology Leader 359 7 | SHAPING THE FUTURE 379
1.3 | Following May Be a Good
7.1 | Think About the Future 379
Option 360
7.2 | Create the Future 379
1.4 | Measuring Current
7.3 | Shape Your Own Future 380
Technologies 361
7.4 | Learn and Lead the Way to Your
1.5 | Assessing External Technological
Goals 382
Trends 362
1.6 | Engaging in Disruptive Take Charge of Your Career: Is a side
Innovation 362 hustle in your future? 381
2 | BASE TECHNOLOGY DECISIONS Big Data Empowers Sustainable
ON RELEVANT CRITERIA 363 Farming 376
2.1 | Anticipated Market
Receptiveness 363 Index 388
2.2 | Technological Feasibility 363
2.3 | Economic Viability 364
2.4 | Anticipated Capability
Development 364
2.5 | Organizational Suitability 364
3 | KNOW WHERE TO GET NEW
TECHNOLOGIES 366
4 | ORGANIZING FOR
INNOVATION 367
4.1 | Who Is Responsible for New
Technology Innovations? 368
4.2 | To Innovate, Unleash
Creativity 368
4.3 | Don’t Let Bureaucracy Squelch
Innovation 369
4.4 | Development Projects Can Drive
Innovation 369 ©Yuri_Arcurs/Getty Images
Changes
CHAPTER
Overall, the sixth edition of M: Management is more streamlined
and reader-friendly, with current content and a layout that is
visually appealing to today’s college learner. The endnotes also
have been updated and expanded.
CHAPTER 1
• Revised title: “Managing in a Global World.”
• New chapter opener about Jeff Weiner, CEO of LinkedIn, and
compassionate management.
• New Study Tip: “‘Chunk’ “your study time.”
• New example: Elon Musk’s goal to colonize Mars by 2024.
• New quote by Albert Einstein.
• New example: Tricia Griffith, CEO of Progressive, goes out of
her way to inspire her employees.
• New Traditional Thinking/The Best Managers Today feature.
• New example: Tony Hsieh’s (CEO of Zappos) experiment with
a “holacracy” organizational model.
• New example: How Mark Zuckerberg, CEO of Facebook, is
trying to restore confidence in the social networking platform.
• New Did You Know? feature indicating what factors
contribute to employee job satisfaction.
• New Sustaining the Future case about REI’s environmental
stewardship.
• New example: General Electric, Hyundai Motor, and Kraft
Heinz transcend national borders.
• New Take Charge of Your Career feature about why students
should study abroad.
• New example: Netflix is in 190 countries and has a successful
global strategy.
CHAPTER 2
• Revised Study Tip: “Become a better planner.”
• Updated Take Charge of Your Career feature.
• Revised LO4 “Modern Contributors” section (new additions
include Sheryl Sandberg, W. Chan Kim and Renee
Mauborgne, and Martin Davidson).
• Updated Sustaining the Future case about ways that
companies are shifting to green power.
CHAPTER 3
• Updated chapter opener about alliances between Keurig
Green Mountain and Starbucks, Dunkin’ Donuts, and Peet’s
Coffee & Tea.
• New Sustaining the Future case: “Water for People,” a
nonprofit helping millions in 9 countries.
• Updated Study Tip: “Make brief outlines of chapters.”
• New example: Halliburton paid $29 million to settle federal
charges related to FCPA.
• New examples of influential world events: Brexit, alleged
Russian interference in 2016 presidential election, China’s
slowing economy, and humanitarian crisis in the Democratic
Republic of Congo.
• Revised section regarding health and volatility of U.S.
economy.
• Updated example of global apps market (175 billion
downloads in 2017).
• Updated Traditional Thinking/The Best Managers Today
feature.
• New examples of corporate universities: General Mills, Credit
Suisse, Air Liquide, and Novartis.
• Updated U.S. racial and ethnic demographic data.
• Updated examples of most popular Google Android (e.g.,
FaceApp) and Apple iOS (e.g., BitMoji) apps.
• New example: Universities are using social media to recruit
students.
• Updated example: Intel continues to dominate the processor
market.
• New example: Starbucks plans to triple the number of stores
in China by 2020.
• New example: Cognizant has partnered with Per Scholas to
open a skills training facility in the South Bronx.
• New example: Kohl’s has achieved carbon neutrality or zero
CO2 emissions.
• Updated Did You Know? regarding political action committee
(PAC) spending by industry/sector.
• Updated example: Alphabet owns diversified businesses like
Nest, Fiber, and Sidewalk Labs.
CHAPTER CHANGES xv
• Updated Exhibit 3.6: “The three levels of organizational
culture.”
• Updated Take Charge of Your Career feature.
• New quote: Brian Chesky, cofounder of Airbnb.
CHAPTER 4
• Updated chapter opener about the ethics of using social
media at work.
• New examples of using social media to effect change:
#MeToo and J.J. Watts Hurricane Harvey relief fund.
• New unethical business examples: United Airlines’ forcible
removal of a passenger, Apple’s admission of slowing
batteries in older iPhone models, and Equifax’s allowing of
hackers to access the personal information of 145 million
Americans.
• New unethical sports examples: Four NCAA assistant
basketball coaches indicted on fraud and corruption charges
and Dr. Larry Nassar’s conviction for molesting 265 girls/
young women athletes.
• Updated Study Tip: “Remembering key terms during exams.”
• New Did You Know? feature about the most common
methods employees use to report unethical incidents.
• New example of how several U.S. companies—Apple,
Google, and Ingersoll Rand—remain committed to the Paris
climate accord.
• New example: Mars (maker of M&M’s) is spending $1 billion to
reduce greenhouse gases in its supply chain.
• New Sustaining the Future case: “A College Built by and for
the Poor.”
• Updated Take Charge of Your Career feature about finding a
great place to work.
• New example of Ethisphere honoring companies like Dell,
Volvo, and Grupo Bimbo for making a positive sustainable
impact.
• New Did You Know? feature regarding the positive impact of
effective ethics programs.
• Updated example: 30 percent of fraud cases occur in small
businesses with an average loss per case of $150,000.
CHAPTER 5
• New chapter opener featuring Mark Zuckerberg, CEO of
Facebook, changing strategy in response to allegations that
the platform was used for fake news.
• Revised Exhibit 5.1: “Formal planning steps.”
• New multipart example about opening and developing a
strategy for an online jewelry company.
• Updated Exhibit 5.2: “Three common plans used by
organizations.”
• New quotes by Henry Mitzberg, Yogi Berra, and Antoine de
Saint-Exupery.
• New mission statements from Kickstarter and DocuSign.
xvi CHAPTER CHANGES
• Updated example of McDonald’s adding self-service kiosks
and table service to some of its restaurants.
• New example of SolarCity hiring veterans and college
students dedicated to reversing climate change.
• New Sustaining the Future case about how cities around
world—Curitiba (Brazil), Reykjavik (Iceland), Vancouver
(Canada), and Kampala (Uganda)—are going green.
• Revised Exhibit 5.10: “Different types of decisions.”
• New Take Charge of Your Career feature exploring whether
Millennials are worse off regarding their wealth and income
than previous generations at a similar age.
CHAPTER 6
• Updated chapter opener about successful entrepreneurs
like Joe Coulombe, founder of Trader Joe’s, and Sir Richard
Branson of Virgin.
• Updated Study Tip: “Visit your professors.”
• New example: Laura Behrens Wu, CEO of Shippo, developed
an e-commerce shipping app.
• New example: Half of 87 companies valued over $1 billion
were founded by immigrants.
• Updated Take Charge of Your Career feature about
becoming an entrepreneur while still in college
• Updated Did You Know? about franchises supplying
7.6 million jobs in the United States.
• New Sustaining the Future case: “Ashoka’s Bill Drayton,
Pioneering Social Entrepreneur.”
• New Did You Know? regarding the best U.S. cities for starting
a new business.
• Revised Exhibit 6.5: “Eight common management challenges
for entrepreneurs.”
• New quote by John C. Maxwell.
• New Did You Know? about Revolution Foods, an award-
winning nonprofit organization that provides 1.5 million
nutritious meals to schoolchildren.
• New example: Self-organizing teams at W. L. Gore spend time
on side projects.
CHAPTER 7
• Updated chapter opener about the global mobile gaming
market for smartphones and tablets.
• New Did You Know? feature regarding the average cash
retainer for board members.
• Revised Exhibit 7.3: “The optimal span of control is a
balancing act.”
• Revised Exhibit 7.4: “Advantages of delegation.”
• New Sustaining the Future case: “Community Solutions’s
100,000 Homes Campaign.”
• New Take Charge of Your Career feature providing advice
about landing an internship
• Updated example about Bombardier Aerospace’s virtual
network of suppliers.
CHAPTER 8
• Updated chapter opener about Pam Nicholson, CEO of
Enterprise Rent-A-Car.
• Updated Take Charge of Your Career feature regarding how
to provide constructive feedback.
• New Sustaining the Future case about whether business
school graduates would be interested in working for a social
enterprise.
• New example about unique cultures at Netflix, Etsy, and
KalpTree Energy.
• New examples of popular online job boards like Indeed and
Glassdoor.
• Updated example about the Veterans Jobs Mission and its
goal to recruit 1 million veterans for civilian jobs.
• New example of behavioral descriptive question and
benchmark scoring scale.
• Updated Study Tip: “Got sleep?”
• New section regarding downsizings and survivor’s
syndrome.
• New example: Qualcomm paid nearly $20 million to settle
charges it discriminated against female employees for
allegedly not providing equal pay and job opportunities.
• Updated Exhibit 8.5: “Important training and development
topics.”
• New example of Verizon’s compensation and bonus
practices.
• Updated section about CEO and executive pay in the United
States.
• New Did You Know? feature about recent state increases in
the minimum wage.
• New example of risk of injury to teenage workers.
• Updated example: About one-third of public-sector
employees and 6.5 percent of private-sector employees are
unionized.
CHAPTER 9
• Updated example: Nearly 12 million women-owned businesses
in the United States generated $1.7 trillion in revenue.
• Revised Exhibit 9.2: “Components of workforce diversity.”
• New examples of female CEOs of large companies,
including Safra Catz of Oracle and Denise Morrison of
Campbell Soup.
• Updated list of top ten organizations for executive women,
including Bank of America and Zoetis.
• New example of minority CEOs of Fortune 500 firms, including
Carlos Rodriguez of ADP and Roy Ferguson Jr. of TIAA.
• Updated Exhibit 9.4: “Successful immigrant entrepreneurs in
the United States.”
• Updated example about Rackspace, a firm with a Millennial-
friendly work environment.
• New Sustaining the Future case about the greenest countries
and companies in the world.
• Updated Take Charge of Your Career feature about the
importance of finding a mentor.
CHAPTER 10
• New chapter opener about Marc Nager, a leader of the
entrepreneurial start-up community.
• New quote from Marillyn Hewson, CEO of Lockheed Martin.
• New example about N. R Murthy, cofounder of Infosys, an
Indian IT and consulting giant.
• New quote from Sheryl Sandberg, chief operating officer of
Facebook.
• New quote from Harvey Firestone.
• New Sustaining the Future case explaining why the B Team,
a global group of business leaders, believes that companies
need to make an immediate, positive difference.
• Updated Take Charge of Your Career feature regarding how
to develop your leadership skills.
CHAPTER 11
• New chapter opener about how Adobe motivates its
employees with quarterly check-in meetings.
• New quote by Louis Pasteur.
• New Did You Know? feature with top three reasons
employees quit their jobs.
• New example about Patagonia’s goals to use business as a
positive force of change.
• Revised Exhibit 11.1: “Motivational goals possess four
characteristics.”
• New example of Ford’s goal to build electric cars for the
Chinese market.
• Updated Sustaining the Future case: “Stonyfield Organic
Motivates Through Its Mission.”
• New example of how Wells Fargo’s aggressive incentive
practices led to a major scandal.
• New example of creative company motivators like Zynga
allowing employees to bring dogs to work and Timberland
paying employees for up to 40 hours of volunteer work annually.
• New Did you Know? feature about ways managers can
develop employees.
• New example about Starbucks offering full tuition toward
employees’ bachelor’s degree through Arizona State
University’s online program.
• New quote by Abraham Maslow.
• New Take Charge of Your Career feature encouraging graduates
to consider whether they will be motivated in their next job.
• Updated Did You Know? feature identifying the happiest jobs.
• New example about Mars (maker of M&M’s) offering six
workweeks of paid maternity leave and 30 days of paid
paternity leave.
CHAPTER CHANGES xvii
CHAPTER 12
• New example about how the 32-person team at Dr Pepper
Snapple Group achieves continuous improvements at the
company.
• Updated Sustaining the Future case describing how
innovative teams at IDEO, D-Rev, and Frog use design to help
the effectiveness of nonprofit organizations.
• New quote by Michael Jordan.
• Updated Study Tip: “Dealing with slackers on your student
teams.”
• New Take Charge of Your Career feature about how individuals
can improve group project processes and outcomes.
• New example about how researchers at IBM’s 12 labs
are collaborating to develop practical uses of artificial
intelligence, blockchain, and quantum computing.
CHAPTER 13
• Updated chapter opener about how John Flannery (new CEO
of General Electric) communicated his top three priorities with
all employees on his first day.
• Updated Exhibit 13.3: “Examples and tips related to the
effective use of communication channels.”
• Updated section on electronic media.
• New examples of online team collaboration and
communication platforms like Slack, Podio, and Trello.
• New example of how Walmart blogs about employees’
human interest stories.
• New examples of online meeting apps like Skype and Zoom.
• New Sustaining the Future case focusing on how
organizations like Nike, JetBlue, and Nokia are using social
media to inform stakeholders about their green values and
initiatives.
• Updated Study Tip: “When to use face-to-face communication.”
• New quote by Sue Patton Thoele.
• Updated Did You Know? about how employees from top-
performing firms spend their time at work.
CHAPTER 14
• Updated chapter opener about how pharmaceutical
companies, as a way to control costs, outsource logistics to
companies like UPS to store, ship, and deliver health care
products.
xviii CHAPTER CHANGES
• New quote by W. Edwards Deming.
• Revised Take Charge of Your Career feature about how
today’s managers can control employee behavior without
being too controlling.
• New example about how Larry Page, CEO of Alphabet,
is focusing on innovative areas such as self-driving cars,
artificial intelligence, and drones.
• Revised Exhibit 14.2: “Common measures of performance
standards.”
• Updated Study Tip: “Keeping your grades under control.”
• New Did You Know? feature about how Accenture, Deloitte,
Eli Lilly, and General Electric have done away with annual
performance reviews.
• Revised Exhibit 14.3: “Relationship between sigma level and
defects per million opportunities.”
• New section about sustainability audits and the triple
bottom line.
• Updated Sustaining the Future case about how TerraCycle’s
cost control formula is garbage.
• Updated Exhibit 14.6: “How Dana discovers what its true
costs are.”
• Revised Exhibit 14.10: “Examples of market control.”
CHAPTER 15
• New chapter opener about Elon Musk and his myriad of
innovative and advanced technological initiatives.
• New quote by Rosalind Franklin.
• New example of Google and Tencent sharing technology in
China.
• New example of 3M encouraging its 10,000 researchers to
spend up to 15 percent of their work time developing new
ideas and products.
• New Did You Know? identifying the top five motivators for
high-level employee performance.
• Revised Exhibit 15.6: “How to overcome resistance to
change.”
• Updated Sustaining the Future case: “Big Data Empowers
Sustainable Farming.”
• New quote by Margaret Mead.
• New Take Charge of Your Career feature describing the
benefits to your career of having a “side hustle.”
M: Management
 PART 1

chapter Managing in a
1 Global World
Learning Objectives

After studying Chapter 1, you should be able to

LO1 Describe the four functions of management.

LO2 Understand what managers at different organizational
levels do.
LO3 Define the skills needed to be an effective manager.
LO4 Summarize the major challenges facing managers today.
LO5 Recognize how successful managers achieve competitive
advantage.
©Colin Anderson/Getty Images

2
 A lmost everyone has worked for a good super-
visor, played for a good coach, or taken a
class with a good professor. What made
these managers so effective? Was it because they always
had a plan and set goals to guide their people toward
accomplishing what needed to get done? Maybe it had
something to do with being organized and always pre-
pared. Or maybe these managers were effective because
of the way they motivated, inspired, and led their employ-
ees, players, or students. Of course, they were probably
good at keeping things under control and making changes
when needed.
Effective managers in companies all over the world do
all these things—lead, plan, organize, and control—to help
employees reach their potential so organizations can
succeed and thrive in the highly competitive and chang-
ing global marketplace. LinkedIn, the online professional
network, is an example of a successful global company.
Jeff Weiner, CEO since 2008, is one of the most highly
rated managers at Glassdoor (the recruiting and review-
ing website). He has helped build LinkedIn to include
more than 546 million users in more than 200 countries
and territories around the world,1 but more than that,
he is a believer in compassionate and inspiring manage-
ment. According to Weiner, who has also increased the
LinkedIn workforce from fewer than 350 to more than
11,000 employees worldwide, leading is about compas-
sion: “Compassionate management, compassionate lead-
ership is about taking the time to put yourself in another
● LinkedIn’s effective management has helped the company succeed and
thrive in a highly competitive global marketplace. ©Evan Lorne/Shutterstock
person’s shoes. I think within a company, a business, a
team—I like to do that to help the other person achieve
their objective or achieve what it is that you’re trying to
accomplish together more effectively.”2
Weiner’s approach to planning is also wise. To avoid
merely reacting to inevitable slowdowns in their com-
panies’ growth, he says, managers should be looking far
ahead, “laying the groundwork and layering in invest-
ment” so they will be poised to take advantage of new
opportunities. Some of the future challenges he sees
for all managers are those recently highlighted by the
World Economic Forum, including robotics, artificial
intelligence, and driverless vehicles, which may soon
vastly change the education and employment pictures
for industrialized countries like the United States.3
Organizing, as a management function, includes set-
ting the tone from the top by defining and living the
company’s core values. At LinkedIn, the five character-
istics of the company culture under Weiner’s leader-
ship are transformation, integrity, collaboration, humor,
and results. The company’s values, outlined by Weiner
in a letter he wrote to employees, define “who we are.”
Those values are: “Members first. Relationships matter.
Be open, honest and constructive. Demand excellence.
Take intelligent risks. Act like an owner.”4 Weiner says
that “making our culture and values come to life” is one
of the two guiding forces behind everything he does
at work.5
For a manager, controlling means ensuring that the
company achieves its desired results. And that’s why
“realizing our mission and vision” is the second thing that
Weiner says motivates him every day. LinkedIn’s mission,
expressed on its website, is to “connect the world’s pro-
fessionals to make them more productive and success-
ful.” Considering the company’s rapid growth, Weiner
appears to be succeeding.
In business, there is no replacement for effective management.
A company may fly high for a while, but it cannot maintain that
success for long without good management. The goal of this
book is to help you learn what it takes to become an effective
and successful manager. It is organized into five major sections:
introduction, planning, organizing, leading, and controlling.
Also, several themes that can help managers differentiate them-
selves in today’s workplace will be emphasized throughout the
CHAPTER 1 | Managing in a Global World 3
book: globalization; green and sustainability initiatives; entre-
preneurship; e-management, social media, and technology;
changing demographics and diversity management; and study
tips and career suggestions for your personal development.
LO1 Describe the four functions of
management.
1 | THE FOUR
FUNCTIONS OF
MANAGEMENT
Management is the process of working with people and
resources to accomplish organizational goals. Good managers
do those things both effectively and efficiently:
• To be effective is to achieve organizational goals.
• To be efficient is to achieve goals with minimal waste of
resources—that is, to make the best possible use of money,
time, materials, and people.
Unfortunately, far too many managers fail on both criteria or
focus on one at the expense of another. The best managers
maintain a clear focus on both effectiveness and efficiency.
Although business is changing rapidly, there are still plenty
of timeless principles that make managers great and companies
thrive. While fresh thinking and new approaches are required
now more than ever, much of what we already know about suc-
cessful management practices (Chapter 2 discusses historical
but still-pertinent contributions) remains relevant, useful, and
adaptable to the current highly competitive global marketplace.
Great managers and executives like Jeff Weiner of ­LinkedIn
not only adapt to changing conditions but also apply—­
passionately, rigorously, consistently, and with discipline—the
fundamental management principles of planning, organizing,
leading, and controlling. These four core functions remain as
study tip 1
“Chunk” your study time
You’re busy with work, school, family, and a social life and proba-
bly don’t have four or five hours to spend studying in one sitting.
Try chunking your study time into one-hour minisessions. This
will help you focus better while reading a chapter, making online
flashcards to learn key terms, or preparing for a quiz or exam. Try
silencing your phone. This will boost the efficiency of your study
time. Get (and stay) in the study zone!
4 PART 1 | Introduction
● Elon Musk, CEO of the Boring Company, reveals that he plans on
combining the start-up’s hyperloop technology with SpaceX’s plan to use
its latest rocket program to create a transportation system to get anywhere
on earth in less than an hour. ©SpaceX/Getty Images
relevant as ever, and they still provide the fundamentals that
are needed to manage effectively in all types of organizations,
including private, public, nonprofit, and entrepreneurial (from
microbusinesses to global firms).
As any exceptional manager, coach, or professor would say,
excellence always starts with the fundamentals.
1.1 | Planning Helps You Deliver Value
Planning is specifying the goals to be achieved and deciding in
advance the appropriate actions needed to achieve those goals.
As Exhibit 1.1 illustrates, planning activities include analyzing
current situations, anticipating the future, determining objec-
tives, deciding what types of activities the company will engage
in, choosing corporate and business strategies, and determining
the resources needed to achieve the organization’s goals. Plans
set the stage for action.
For example, Elon Musk, CEO of Tesla and SpaceX, has
ambitious plans to make life interplanetary.6 The entrepreneur
wants to be the first to colonize Mars, as early as 2024.7 Before
humans can survive on the Red Planet, several objectives need
to be met. The first hurdle is transportation. SpaceX is planning
Exhibit 1.1 Examples of planning activities
Analyze
Anticipate the Determine
current
future. objectives.
situation.
Decide Choose a Determine
what actions business resources to
to engage in. strategy. achieve goals.
 management the process
of working with people and
resources to accomplish
on building a 42-engine, 400-foot-tall rocket (nicknamed “Big environment, global forces,
organizational goals
Falcon Rocket”) to carry about 100 human passengers on the and the dynamic economy
six- to nine-month journey to Mars.8 The second challenge is in which ideas are king and planning the management
preparing the infrastructure on the planet to sustain human entrepreneurs are both formi- function of systematically
life. SpaceX plans to send multiple unpiloted cargo missions to dable competitors and poten- making decisions about
ferry equipment, search for water, and build a fuel plant.9 These tial collaborators. You will the goals and activities
cargo missions will be followed by astronaut-carrying missions. learn about these and related that an individual, a group,
The third objective is to shuttle human passengers to the Red topics in Chapter 4 (ethics a work unit, or the overall
Planet.10 Following the achievement of this goal, Elon Musk will and corporate responsibility), organization will pursue
likely make plans for other ambitious interstellar adventures. ­Chapter 5 (strategic planning
organizing the management
In today’s highly competitive business environment, the and decision making), and function of assembling and
planning function can also be described as delivering strategic Chapter 6 (entrepreneurship). coordinating human, financial,
value. Value is a complex concept.11 Fundamentally, it describes physical, informational, and
the monetary amount associated with how well a job, task, other resources needed to
good, or service meets users’ needs. Those users might be busi- 1.2 | O
 rganizing achieve goals
ness owners, customers, employees, governments, and even Resources
nations. When Steve Jobs, founder and CEO of Apple, died on
­October 5, 2011, many people around the world experienced a
Achieves Goals
sense of loss both for him as a person and for the value that his Organizing is the process of assembling and coordinating the
transformational Apple products provided. The better you meet human, financial, physical, informational, and other resources
users’ needs (in terms of quality, speed, efficiency, and so on), needed to achieve goals. Organizing activities include attract-
the more value you deliver. That value is “strategic” when it ing people to the organization, specifying job responsibilities,

Out of clutter find simplicity. From discord find harmony.

In the middle of difficulty lies opportunity.
—Albert Einstein

contributes to meeting the organization’s goals. On a personal
level, you should periodically ask yourself and your boss, “How
can I add value?” Answering that question will enhance your
contributions, job performance, and career.
Traditionally, planning was a top-down approach in which
top executives established business plans and told others to
implement them. For the best companies, delivering strategic
value is a continual process in which people throughout the
organization use their knowledge and that of their external
customers, suppliers, and other stakeholders to identify oppor-
tunities to create, seize, strengthen, and sustain competitive
advantage. (Chapter 3 discusses the external competitive envi-
ronment of business and how managers can influence it.) This
dynamic process swirls around the objective of creating more
and more value for the customer. For example, In-N-Out Burger
provides value to customers through its exceptional service and
tasty food.12
Effectively creating value requires fully considering a new and
changing set of factors, including the government, the natural
grouping jobs into work units, marshaling and allocating
resources, and creating conditions so that people and things
work together to achieve maximum success.
The organizing function’s goal is to build a dynamic orga-
nization. Traditionally, organizing involved creating an orga-
nization chart by identifying business functions; establishing
reporting relationships; and having a personnel department
that administered plans, programs, and paperwork. Now and
in the future, effective managers will be using new forms of
organizing and viewing their people as their most valuable
resources. They will build organizations that are flexible and
adaptive, particularly in response to competitive threats and
customer needs.
Tony Hsieh, CEO of Zappos, has built a dynamic and suc-
cessful online shoe and retail business by changing the rules of
how to organize and treat its diverse employees and customers.
After he founded the business in 2000, Hsieh’s entrepreneur-
ial approach was rewarded when Amazon purchased Zappos in
2009 for $1.2 billion.13

CHAPTER 1 | Managing in a Global World 5

 Traditional Thinking
Leaders are born with the right traits to lead others.

The Best Managers Today

Anyone can become a more effective leader with concerted effort, training,
experiences, and mentoring.

Fast-forward to 2017. Hsieh has adopted a “holacracy” orga- Ursula M. Burns, chair and CEO of Xerox since 2009, is
nizational model that takes decision making away from man- inspiring her employees to change their thinking about the
agers and places it in the hands of self-organizing circles of future direction of the $19.5 billion company and mobilizing
employees.14 Instead of job descriptions, employees have one them to apply their talents and energies in new ways.17 The
or more roles that support Zappos’ goal to be more innovative company’s acquisition of Affiliated Computer Systems for
and adaptable. Employees’ roles and accountabilities are posted $6.4 billion means that Burns is counting on employees to help
online to increase understanding everyone’s responsibilities.15 transform the document technology manufacturer into a “formi-
Employees aren’t the only stakeholders who benefit from dable” services company that offers business and IT outsourc-
Hsieh’s flexible and adaptive approach to organizing. Customers ing.18 Additional acquisitions and an investment of $185 billion
who call the online retailer often feel spoiled by the treatment has helped Xerox gain a larger share of the expanding business
they receive. Surprisingly, customer service employees at Zappos process outsourcing market than First Data, Accenture, IBM,
aren’t told how long they can spend on the phone with custom- and Paychex.19 As long as Burns can continue to motivate Xerox
ers. In a time when many call-in customer service operations are employees to embrace the new direction of the firm, this new
tightly controlled or outsourced, Hsieh encourages his employ- service side of the business (which accounts for 50 percent of
ees to give customers a “wow” experience such as staying on the total company revenues) will help Xerox continue its long his-
phone with them for as long as it takes to connect and make them tory of success.20
happy (the longest recorded phone call lasted six hours), giving
customers free shipping both ways, sending flowers and surprise
coupons, writing thank-you notes, or even helping a customer
find a pizza place that delivers all night.16
Progressive employee- and customer-oriented practices such
as those at Zappos help organizations organize and effectively
deploy the highly dedicated, diverse, and talented human
resources needed to achieve success. You will learn more about
these topics in Chapter 7 (organizing for success), Chapter 8
(human resources management), and Chapter 9 (managing
diversity and inclusion).

1.3 | Leading Mobilizes Your People

Leading is stimulating people to be high performers. It includes
motivating and communicating with employees, individually
and in groups. Leaders maintain contact with people, guiding
and inspiring them toward achieving team and organizational
goals. Leading takes place in teams, departments, and divisions,
as well as at the tops of large organizations.
In earlier textbooks, the leading function described how man-
agers motivate workers to come to work and execute top man-
agement’s plans by doing their jobs. Today and in the future,
managers must be good at mobilizing and inspiring people to
engage fully in their work and contribute their ideas—to use their
knowledge and experience in ways never needed or dreamed of ● Online retail giant Zappos’ zany culture and work environment make it a
in the past. great place to work. ©Tribune Content Agency LLC/Alamy Stock Photo

6 PART 1 | Introduction

Like Ursula Burns, today’s managers must rely on a very
different kind of leadership (Chapter 10) that empowers and
motivates people (Chapter 11). Far more than in the past, great
work must be done via great teamwork (Chapter 12), both
within work groups and across group boundaries. Underlying
these processes will be effective interpersonal and organiza-
tional communication (Chapter 13).
1.4 | C
 ontrolling Means
Learning and Changing
Planning, organizing, and leading do not guarantee success.
The fourth function, controlling, is about monitoring perfor-
mance and making necessary changes in a timely manner. By
controlling, managers make sure the
organization’s resources are being
used properly and the organization is
meeting its goals for quality and safety.
Control must include monitoring. If
you have any doubts that this function
is important, consider some control
breakdowns that caused catastrophic
problems for workers, the environ-
ment, and local economies. Consider
the explosion of Transocean Ltd.’s
Deepwater Horizon oil rig in the
Gulf of Mexico on April 20, 2010,
which killed 11 workers. Some
argue that this worst offshore oil
spill in U.S. history could have
been prevented if tighter controls
were in place. One recent report sug-
gested that the rig’s crew failed to react
to multiple warning signs: “ . . . the crew
deviated from standard well-control and
well-abandonment protocols by testing
for pressure during the removal of the
drilling mud, instead of prior to it, an
operation that resulted in the drill-
ing pipe being present in the blowout
preventer at the time of the blowout,
keeping it from closing properly
to contain the outburst.”21 This ● Ursula Burns, chair and CEO of Xerox, attends a State
was not the only oil well to go out Dinner at the White House in honor of Canadian Prime
Minister Justin Trudeau. ©REX/Shutterstock
of control in the Gulf of Mexico.
According to an interview with Wil-
liam Reilly, former head of the U.S. Environmental Protection
Agency, there have been “79 losses of well control” during a
10-year period.22 He suggests that greater controls need to be put
in place by both the U.S. government and the oil companies.23
When managers implement their plans, they often find that
things are not working out as planned. The controlling function
makes sure that goals are met. It asks and answers the ques-
tion, “Are our actual outcomes consistent with our goals?” It
then makes adjustments as needed. Mark Zuckerberg, chief
leading the management
function that involves the
manager’s efforts to stimulate
executive officer of Facebook,
high performance by
has applied this function to employees
make necessary adjustments
to its News Feed and advertis- controlling the
ing model.24 After admitting management function of
in a congressional hearing monitoring performance and
that “Russia-based operatives making needed changes
published about 80,000 posts”
on Facebook to influence the
outcome of the 2017 U.S. presidential election, Zuckerberg
announced several changes.25 Moving forward, the popular
social networking platform will encourage “meaningful inter-
action” by emphasizing status updates and photo sharing from
friends and family.26 Also, it will take steps to reduce the influ-
ence of news articles and posts by political players, hackers, and
nation-states. Zuckerberg sums up his goal as follows: “We feel
a responsibility to make sure our services aren’t just fun to
use, but also good for people’s well-being.”27
Successful organizations, large and small, pay close
attention to the controlling function. But today and for
the future, the key managerial challenges are far more
dynamic than in the past; they involve continually
learning and changing. Controls must still be in
place, as described in Chapter 14. But new tech-
nologies and other innovations (­Chapter 15)
make it possible to achieve controls in more
effective ways, to help all people throughout
a company and across company bound-
aries change in ways that forge a success-
ful future.
Exhibit 1.2 provides brief defini-
tions of the four functions of manage-
ment and the respective chapters in
which these functions are covered in
greater detail.
|
1.5 Managing Requires
All Four Functions
As a manager in the ever-changing
global economy, your typical day will
not be neatly divided into the four
functions. You will be doing many
things more or less simultaneously.28
Your days will be busy and frag-
mented, with interruptions, meetings,
and firefighting. If you work with heavy digital users who con-
stantly send texts and e-mails, then your workdays will require
even more stop-and-go moments.29 There will be plenty of activ-
ities that you wish you could be doing but can’t seem to get to.
These activities will include all four management functions.
Some managers are particularly interested in, devoted to,
or skilled in one or two of the four functions. Try to devote
enough time and energy to developing your abilities with all
four functions. You can be a skilled planner and controller, but

CHAPTER 1 | Managing in a Global World 7


● Facebook has overhauled its News Feed to focus on what friends and
family share. ©Pixellover RM 3 / Alamy Stock Photo
if you organize your people improperly or fail to inspire them to
perform at high levels, you will not be realizing your potential
as a manager. Likewise, it does no good to be the kind of man-
ager who loves to organize and lead but doesn’t really under-
stand where to go or how to determine whether you are on the
right track.
Good managers don’t neglect any of the four management
functions. You should periodically ask yourself whether you are
devoting adequate attention to all of them.
The four management functions apply to your career and
other areas of your life, as well. You must find ways to create
value; organize for your own personal effectiveness; mobilize
your own talents and skills as well as those of others; monitor
your performance; and constantly learn, develop, and change
for the future. As you proceed through this book and this
course, we encourage you to engage in the material and apply
the ideas to your other courses (e.g., improve your leadership
skills), your part-time and full-time jobs (e.g., learn how to
motivate coworkers and delight your customers), and use the
ideas for your own personal development by becoming an
effective manager.
Exhibit 1.2 The four functions of management
Function Brief Definition See Chapters
Planning Systematically making decisions about 4, 5, and 6
which goals and activities to pursue.
Organizing Assembling and coordinating resources 7, 8, and 9
needed to achieve goals.
Leading Stimulating high performance by 10, 11, 12,
employees. and 13
Controlling Monitoring performance and making 14 and 15
needed changes.
8 PART 1 | Introduction
LO2 Understand what managers at different
organizational levels do.
2 | FOUR DIFFERENT
LEVELS OF
MANAGERS
Organizations—particularly large organizations—have many lev-
els. In this section, you will learn about the types of managers
found at four different organizational levels:
• Top-level manager.
• Middle-level manager.
• Frontline manager.
• Team leader.
2.1 | T
 op Managers Strategize
and Lead
Top-level managers are the organization’s senior executives and
are responsible for its overall management. Top-level managers,
often referred to as strategic managers, focus on the survival,
growth, and overall effectiveness of the organization.
Top managers are concerned not only with the organiza-
tion as a whole but also with the interaction between the orga-
nization and its external environment. This interaction often
requires managers to work extensively with outside individuals
and organizations.
The chief executive officer (CEO) is one type of top-level
manager found in large corporations. This individual is the
primary strategic manager of the firm and has authority over
everyone else. Others include the chief operating officer (COO),
company presidents, vice presidents, and members of the top
management team. As companies have increasingly leveraged
technology and knowledge management to help them achieve
and maintain a competitive advantage, they have created the
position of chief information officer (CIO). A relatively new
top manager position, chief ethics officer, has emerged in recent
years. Emmanuel Lulin holds that position for L’Oréal. Lulin
has been recognized as a champion for “ethics as a way of life
within the company.”30
Traditionally, the role of top-level managers has been to
set overall direction by formulating strategy and controlling
resources. But now, more top managers are called on to be
not only strategic architects, but also true organizational
leaders. Like Jerry Stritzke of REI (see page 10), leaders
must create and articulate a broader corporate purpose with
which people can identify—and one to which people will
enthusiastically commit.
 There are several manager-related factors that contribute to employee job satisfaction beyond
compensation, benefits, and job security. The following bar chart includes some important manager-
related contributors to job satisfaction.31

Did You
KNOW Percent of employees who rate the following factors
as “very important” to their job satisfaction

67%
55% 53%
49% 48%

Managers Employees and Good Supervisor Employee’s

treat all managers relationship respects job
employees trust one with employee’s performance
with respect another supervisor ideas is recognized

2.2 | M
 iddle Managers Bring 2.3 | F
 rontline top-level
Strategies to Life Managers Are managers senior
As the name implies, middle-level managers are located in the the Vital Link executives responsible for
the overall management
organization’s hierarchy below top-level management and above
the frontline managers and team leaders. Sometimes called tac-
to Employees and effectiveness of the
Frontline managers, or opera- organization
tical managers, they are responsible for translating the general
goals and plans developed by strategic managers into more spe- tional managers, are lower-level
middle-level
cific objectives and activities. managers who execute the
managers managers
Traditionally, the role of the middle manager is to be an operations of the organization.
located in the middle layers of
administrative controller who bridges the gap between higher These managers often have
the organizational hierarchy,
and lower levels. Today, middle-level managers break down cor- titles such as supervisor or sales reporting to top-level
porate objectives into business unit targets; put together separate manager. They are directly executives
business unit plans from the units below them for higher-level involved with nonmanagement
corporate review; and serve as nerve centers of internal com- employees, implementing the frontline managers lower-
munication, interpreting and broadcasting top management’s specific plans developed with level managers who supervise
middle managers. This role is the operational activities of
priorities downward and channeling and translating information
critical because operational the organization
from the front lines upward.
As a stereotype, not long ago, the term middle manager managers are the link between
connoted mediocre, unimaginative people defending the status management and nonmanage-
quo. Companies have been known to cut them by the thou- ment personnel. Your first man-
sands, and television often portrays them as incompetent (such agement position probably will fit into this category.
as Michael Scott of NBC’s The Office).32 But middle managers Traditionally, frontline managers were directed and con-
are closer than top managers to day-to-day operations, custom- trolled from above to make sure that they successfully imple-
ers, frontline managers, team leaders, and employees, so they mented operations to support the company strategy. But in
know the problems. They also have many creative ideas—often leading companies, their role has expanded. Operational execu-
better than their bosses’. Good middle managers provide the tion remains vital, but in leading companies, frontline managers
operating skills and practical problem solving that keep the are increasingly called on to be innovative and entrepreneurial,
company working.33 managing for growth and new business development.

CHAPTER 1 | Managing in a Global World 9

 REI’s Stewardship Strategy
It would be hard to come up with a better
example of a company that has fully embraced
the idea of environmental stewardship than
Recreational Equipment, Inc., or REI. Based
in Kent, Washington, REI is the well-known
maker of an award-winning line of outdoor
gear and clothing backed by a 100 percent
satisfaction guarantee. Structured as a retail
cooperative, the company offers its 16 million
members a discount on all purchases and one
vote in the election of board members for a
one-time fee of $20. By hiring fellow outdoor
enthusiasts, it continues to operate with a
genuine passion for and commitment to out-
door adventure; it has appeared on Fortune’s
list of 100 Best Companies to Work For every
year since the list began.
REI’s commitment to the environment
is equally strong. From gathering commu-
nity input before building its flagship store REI is a company that has fully embraced the idea of environmental stewardship.
©Jonathan Weiss/Shutterstock
in Seattle to retrofitting existing facilities for
the same energy efficiency it builds into its that “nearly 70% of our profits go back to “We’re a different kind of company,” says
new ones, the company strives to “design the outdoor community,” mostly in contribu- CEO and president Jerry Stritzke, “uniting our
and operate all of our buildings to reduce tions to nonprofits and environmental groups. community around shared values.”
environmental impact and operating cost.” It
operates seven facilities holding the coveted
LEED certification for environmental sustain-
ability and has long been in the forefront of
the green building movement. REI generates
its own energy via solar panels on more than Discussion Questions
two dozen of its buildings, and it partners with
• REI earned record revenues of $2.56 ­billion Sources: Bourree Lam, “How REI’s Co-Op
many business groups dedicated to promot- Retail Model Helps Its Bottom Line,” The Atlantic,
in 2016 despite being closed on Black
ing action on climate change while protecting March 21, 2017, www.theatlantic.com/business/
Friday (the day after Thanksgiving and
­
the economic health of their communities. In archive/2017/03/rei-jerry-stritzke-­interview/520278/;
the annual start of the holiday shopping company website, www.rei.com/about-rei, accessed
2014 the company was named a Green Power
­season). To what extent do you think REI’s February 16, 2018; company website, www.rei.com/
Leader by the U.S. Environmental ­Protection
environmentally responsible strategies help stewardship/core-practices, accessed February 16,
Agency. It carefully monitors energy used in 2018; “2016 ­Stewardship Report,” www.rei.com/
support its continued financial success?
the course of executive travel and employee stewardship/report/2016.pdf, accessed ­February 16,
commutes, supports responsible forestry in • CEO Jerry Stritzke told Forbes magazine, 2018; and Dan Schwabel, “Jerry Stritzke: How
all paper goods it needs for its operations, “Our belief that a life outdoors is a life well He Leads REI, A Purpose-Driven Organization,”
composts waste at its headquarters, and lived anchors everything. It’s our North Forbes, April 12, 2017, www.forbes.com/sites/­
Star. And it’s the biggest reason we’ve danschawbel/2017/04/12/jerry-stritzke-how-
works with suppliers to eliminate packaging he-made-rei-a-purpose-driven-­organization/
waste. REI hopes to reach “zero waste to been able to succeed in a really chopping
#6bd2281d1fac.
landfill” by 2020. retail environment.” What do you think he
Each year the company produces a stew- means? Could other companies learn from
ardship report; its 2016 report announced REI’s example?

10 PART 1 | Introduction

● Actor Steve Carell played Michael Scott, the likeable but often incompetent middle manager
on NBC’s The Office. ©RGR Collection/Alamy Stock Photo
Managers on the front line—usually newer, younger
­ anagers—are crucial to creating and sustaining quality, inno-
m
vation, and other drivers of financial performance.34 In out-
standing organizations, talented frontline managers are not only
allowed to initiate new activities but are expected to do so by
their top- and middle-level managers. And they receive the free-
dom, incentives, and support to do so.35
2.4 | T
 eam Leaders Facilitate Team
Effectiveness
A relatively new type of manager, known as a team leader,
engages in a variety of behaviors to achieve team effectiveness.36
The use of teams (discussed in Chapter 12) has increased as
organizations shift from hierarchical to flatter structures that
require lower-level employees to make more decisions.37 While
both team leaders and frontline managers tend to be younger
managers with entrepreneurial skills, frontline managers have
direct managerial control over their nonmanagerial employees.
This means that frontline managers may be responsible for
hiring, training, scheduling, compensating, appraising, and if
necessary, firing employees in order to achieve their goals and
create new growth objectives for the business.
In comparison, team leaders are more like project facili-
tators or coaches. Their responsibilities include organizing
the team and establishing its purpose, finding resources
to help the team get its job done, removing organizational
impediments that block the team’s progress, and developing
team members’ skills and abilities.38 In addition, a good team
leader creates and supports a positive social climate for the
team, challenges the team, provides feedback to team mem-
bers, and encourages the team to be self-sufficient.39 Beyond
their internally focused responsibilities, team leaders also
team leaders employees
who are responsible for
facilitating successful team
need to repre-
performance
sent the team’s
interests with
other teams, departments, and groups within
and outside the organization. In this sense, the
team leader serves as the spokesperson and
champion for the team when dealing with
external stakeholders.
Team leaders are expected to help their teams
achieve important projects and assignments. In
some ways, a team leader’s job can be more chal-
lenging than frontline and other types of manag-
ers’ jobs because team leaders often lack direct
control (e.g., hiring and firing) over team mem-
bers. Without this direct control, team leaders
need to be creative in how they inspire, motivate,
and guide their teams to achieve success.
Exhibit 1.3 elaborates on the changing roles
and activities of managers at different levels
within the organization. You will learn about
each of these aspects of management throughout
the course.
2.5 | T
 hree Roles That All Managers
Perform
The trend today is toward less hierarchy and more teamwork.
In small firms—and in large companies that have adapted to
these highly competitive times—managers have strategic, tacti-
cal, and operational responsibilities and team responsibilities.
They are complete businesspeople; they have knowledge of all
business functions, are accountable for results, and focus on
serving customers both inside and outside their firms. All of this
requires the ability to think strategically, translate strategies into
specific objectives, coordinate resources, and do real work with
lower-level people.
Today’s best managers can do it all; they are adaptive and
agile and are “working leaders.”40 They focus on relationships
©Mark Bowden/Getty Images
CHAPTER 1 | Managing in a Global World 11
 Exhibit 1.3 Transformation of management roles and activities

Frontline Middle-Level Top-Level

Team Leaders
Managers Managers Managers
Changing Roles From operational From operational From From resource
implementers to implementers administrative allocators to
facilitators of team to aggressive controllers institutional
effectiveness. entrepreneurs. to supportive leaders.
controllers.
Key Activities Structuring teams Attracting and Linking dispersed Establishing high
and defining their developing knowledge and performance
purpose. resources. skills across units. standards.
Finding resources Creating and Managing the Institutionalizing
and removing pursuing tension between a set of norms
obstacles so teams new growth short-term purpose to support
can accomplish their opportunities for and long-term cooperation and
goals. the business. ambition. trust.
Developing team Managing Developing Creating an
members’ skills continuous individuals and overarching ©ASDF_MEDIA/Shutterstock
so teams can be improvement supporting their corporate
self-managing. within the unit. activities. purpose and
ambition.
Sources: F. P. Morgeson, D. S. DeRue, and E. P. Karam, “Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes,” Journal of
Management 36, no. 1 (January 2010), pp. 5–39; J. R. Hackman and R. Wageman, “A Theory of Team Coaching,” Academy of Management Review 30, no. 2 (April 2005),
pp. 269–87; and C. Bartlett and S. Goshal, “The Myth of the Generic Manager: New Personal Competencies for New Management Roles,” California Management Review 40,
no. 1 (Fall 1997), pp. 92–116.

with other people and on achieving results. They don’t just
make decisions, give orders, wait for others to produce, and
then evaluate results. They get their hands dirty, do hard work
themselves, solve problems, and create value.
What does all of this mean in practice? How do managers
spend their time—what do they actually do? A classic study of
top executives found that they spend their time engaging in
10 key activities, falling into three broad categories or roles:41
1. Interpersonal roles:
• Leader—Staffing, training, and motivating people to
achieve organizational goals.
Example: The manager of a tech start-up motivates
and leads seven employees.
• Liaison—Maintaining a network of outside contacts
and alliances that provide information and favors.
Example: A human resources manager attends
monthly HR association meetings.
Example: A financial analyst researches the financial
health of a publicly traded company.
• Disseminator—Sharing information between dif-
ferent people, like employees and managers;
sometimes interpreting and integrating diverse
perspectives.
Example: A team leader in an accounting firm
shares her team’s concerns with the managing
partner.
• Spokesperson—Communicating on behalf of the
organization about plans, policies, actions, and
results.
Example: A public relations officer of a global
company issues a news release detailing plans to
expand operations in China and India.
3. Decisional roles:

• Figurehead—Performing symbolic duties on behalf • Entrepreneur—Searching for new business opportu-

of the organization, like greeting important visitors nities and initiating new projects to create change.
and attending social events. Example: A software engineer at a social network-
Example: The president of a university presides ing website company identifies a new and more
over a graduation ceremony. intuitive way to connect its users.
• Disturbance handler—Taking corrective action
2. Informational roles:
during crises or other conflicts.
• Monitor—Seeking information to develop a thor- Example: The owner of an amusement park imple-
ough understanding of the organization and its ments new safety protocols after a malfunctioning
environment. ride injures a customer.

12 PART 1 | Introduction
 technical skills the ability
to perform a specialized task
involving a particular method
• Resource allocator—Providing funding and other For example, your account-
or process
resources to units or people; includes making major ing and finance courses will
organizational decisions. develop the technical skills you conceptual and decision
Example: The chief financial officer at a company need to understand and man- skills skills pertaining to the
determines the size of each division’s budget for age an organization’s financial ability to identify and resolve
the upcoming fiscal year. resources. problems for the benefit of the
Lower-level managers who organization and its members
• Negotiator—Engaging in negotiations with parties
possess technical skills earn
inside and outside the organization. interpersonal and
more credibility from their
Example: An account executive from an advertising communication skills
subordinates than compara-
company negotiates the purchase price and terms people skills; the ability to lead,
ble managers without techni-
of an advertising campaign with a team from a motivate, and communicate
cal know-how. Thus, newer
44
large client. effectively with others
employees may want to become
This classic study of managerial roles remains highly descrip- proficient in their technical area
tive of what all types of managers do today. As you review the (e.g., human resources management or marketing) before accept-
list, you might ask yourself, “Which of these activities do I enjoy ing a position as team leader or frontline manager.
most (and least)? Where do I excel (and not excel)? Which
would I like to improve?” Whatever your answers, you will be
learning more about these activities throughout this course. 3.2 | Conceptual and Decision Skills
Conceptual and decision skills involve the ability to identify
and resolve problems for the benefit of the organization and
everyone concerned. Managers use these skills when they con-
LO3 Define the skills needed to be an sider the overall strategy of the firm, the interactions among dif-
effective manager. ferent parts of the organization, and the role of the business in
its external environment. Managers (like Mark Zuckerberg of
Facebook) are increasingly required to think out of their com-
3 | MANAGERS NEED fort zones to make periodic and major changes in the way they
do business to ensure the long-term success of their missions
THREE BROAD SKILLS and organizations.
As you acquire greater responsibility, you will be asked often
Performing management functions and roles, pursuing effective- to exercise your conceptual and decision skills. You will con-
ness and efficiency, and competitive advantage (discussed later front issues that involve all aspects of the organization and must
in this chapter) are the cornerstones of a manager’s job. How- consider a larger and more interrelated set of decision factors.
ever, understanding this fact does not ensure success. Managers Much of this text is devoted to enhancing your conceptual and
need a variety of skills to do these things well. Skills are specific decision skills, but experience also plays an important part in
abilities that result from knowledge, information, aptitude, and their development.
practice. Although managers need many individual skills, which
you will learn about throughout this text, three general catego-
ries are crucial:42 3.3 | I nterpersonal and
• Technical skills. Communication Skills
Interpersonal and communication skills influence the manag-
• Conceptual and decision skills.
er’s ability to work well with people. These skills are often called
• Interpersonal and communication skills. people skills or soft skills. Managers spend the great majority of
their time interacting with people,45 and they must develop their
First-time managers tend to underestimate the challenges of
abilities to build trust, relate to, and communicate effectively
the many technical, human, and conceptual skills required.43
with those around them. Your people skills often make a dif-
However, with training, experience, and practice, managers can
ference in the level of success you achieve. Management pro-
learn to apply each of these skills to improve their effectiveness
fessor Michael Morris explains, “At a certain level in business,
and performance.
you’re living and dying on your social abilities . . . gets you in
the door, but social intelligence gets you to the top.”46 Support-
3.1 | Technical Skills ing this view, a survey of senior executives and managers found
A technical skill is the ability to perform a specialized task that that more than 6 out of 10 said they base hiring and promotion
involves a certain method or process. The technical skills you decisions on a candidate’s “likability.” Roughly equal numbers
learn in college will give you the opportunity to get an entry-level (62 versus 63 percent) said they base these decisions on skills,
position or change careers; they will also help you as a manager. presumably referring to technical skills.47

CHAPTER 1 | Managing in a Global World 13

emotional intelligence
the skills of understanding
yourself, managing yourself,
Professor Morris empha-
and dealing effectively with
sizes that it is vital for future LO4 Summarize the major challenges facing
others
managers to realize the impor- managers today.
tance of these skills in getting a
job, keeping it, and performing well, especially in this era when
so many managers supervise independent-minded knowledge
workers. He explains, “You have to get high performance out
4 | MAJOR CHALLENGES
of people in your organization who you don’t have any author-
ity over. You need to read other people, know their motivators,
FACING MANAGERS
When the economy is soaring, business seems easy. Starting up
know how you affect them.”48
an Internet company looked easy in the 1990s, and ventures
As Exhibit 1.4 illustrates, the importance of these skills
related to the real estate boom looked like a sure thing during
vary by managerial level. Technical skills are most important
the early 2000s. Eventually investors grew wary of dot-com
early in your career when you are a team leader and front-
start-ups, and the demand for new homes cooled as the United
line manager. Conceptual and decision skills become more
States experienced a major economic recession. At such times,
important than technical skills as you rise higher in the com-
it becomes evident that management is a challenge that requires
pany and occupy positions in the middle and top manager
constantly adapting to new circumstances.
ranks. But interpersonal and communication skills are import-
What defines the competitive landscape of today’s busi-
ant throughout your career, at every level of management.
nesses? You will be reading about many relevant issues in the
One way to increase the effectiveness of your interpersonal
coming chapters, but we begin here by highlighting five key ele-
and communication skills is by being emotionally intelligent
ments that make the current business landscape different from
at work.
those of the past:
Good, successful managers often demonstrate a set of inter-
personal skills known collectively as emotional intelligence49 1. Globalization.
(or EQ). EQ combines three skill sets: 2. Technological change.
• Understanding yourself—including your strengths and limita- 3. The importance of knowledge and ideas.
tions as a manager. 4. Collaboration across organizational boundaries.
• Managing yourself—dealing with emotions, making good 5. Increasingly diverse labor force.
decisions, seeking feedback, and exercising self-control.

• Working effectively with others—listening, showing empathy, 4.1 | B

 usiness Operates
motivating, and leading. on a Global Scale
The basic idea is that before you can be an effective manager Far more than in the past, today’s enterprises are global, with
of other people, you need to be able to manage your own emo- offices and production facilities all over the world. Corporations
tions and reactions to others. Maybe you already have a high such as Hyundai Motor and KraftHeinz transcend national bor-
EQ, but if you feel that you could use some improvement in ders. A key reason for this change is the strong demand coming
this area, observe how others connect with the people around from consumers and businesses overseas. Companies that want
them, handle stressful situations, and exercise self-control. This to grow often need to tap international markets where incomes
can help you build your own EQ so that you can be a more are rising and demand is increasing.
effective manager. General Electric (GE), which became a massive and profit-
able corporation by selling appliances, lightbulbs, and machinery
to U.S. customers, reports that nearly 70 percent of the company’s
sales revenue is from outside the United States. With customers
Importance of skills at different in 180 countries, GE exported more than $20 billion in 2017.50
Exhibit 1.4 managerial levels Globalization also occurs via cross-border partnership. ­Netflix
Conceptual/ Interpersonal/ has been busy signing partnership agreements with cable and cell
Technical Decision Communication phone operators in 190 countries, from France to ­Malaysia.51
Skills Skills Skills Not only does Netflix offer local subscribers access to its mas-
Top manager Low High High sive database of movies, documentaries, and TV shows, but it
Middle manager Medium High High
also provides funding to local producers to create new content
for global consumption. For example, 3 percent is a Brazilian
Frontline manager High Medium High
production (described as a Brazilian Hunger Games) that stars
Team leader High Medium High local actors; it is popular in Brazil and the United States.52 Other
Source: Adapted from R. Katz, “Skills of an Effective Administrator,” Harvard global content funded by Netflix includes Dark, a ­German pro-
Business Review 52, no. 5 (September–October 1974), pp. 90–102. duction, and Suburra, a show from Italy.53 The content is dubbed

14 PART 1 | Introduction
Take Charge of Your Career
Study abroad while
you can
D o you have the cultural sensitivity, interna-
tional perspective, and foreign language skills
to succeed in the interconnected global economy?
If you want to become a truly global citizen, how
can you get the skills and experience you need?
One obvious—and fun—way to broaden your
horizons internationally is to study abroad. Many
options are available, from a one-week stay to
give you your first exposure to a new country, to
a summer- or a semester-long program for pick-
ing up a few academic credits, all the way to a
full-year immersion program in a country of your
choice. Colleges all over the country are willing to
award students credit for these programs; finan-
cial aid is available, and students with disabilities
can travel too. Through study abroad you can
gain valuable exposure to a new culture, perfect
a language you’ve studied or learn a new one,
pick up marketable job skills, and make lifelong
friends and even professional connections. You’ll
acquire treasured memories of your time abroad
as you learn to see the world in a new way, and
you may even discover new areas of interest to
● Reed Hastings, the Netflix chief, has a global vision that has disrupted
the television industry. ©Ethan Miller/Getty Images
in the language of the local market. This global partner strategy
is working. Sales revenue from international streaming services
has grown rapidly to $1.0 billion, which is about 40 ­percent of
sales in the United States.54
explore abroad or at home. For Rob Hurtekant, in a classroom. And few people are able to enjoy
studying in South Africa was sometimes chal-
lenging because of his wheelchair, but volun-
a long break from work or family after college, so
consider taking the opportunity while you can.
teering there with schoolchildren with disabilities Only about 10 percent of U.S. students study
changed his life. “Kids subconsciously say, ‘It’s
not possible, it’ll be too hard,’ when they don’t
abroad, a number some experts say is far too
low given our increasingly globalized economy
realize what they can do,” Hurtekant says. On and job market. Yet many of the critical health,
returning home, he went on to pursue a master’s energy, environmental, and political problems
degree in African Studies. humans now face will best be solved by people
Living and studying abroad will present you who know how to communicate across cultural
with a wide range of new experiences, such as barriers and understand that we work best when
exploring a strange city where you might not we work together. Why not be one of them?
speak the language, trying new foods, and inter- Sources: “5 Reasons Why You Should Study Abroad
acting with people whose culture is very different During College,” International Business Seminars,
from your own. You’ll have the opportunity to see July 20, 2017, https://ibstours.com/reasons-why-you-
should-study-abroad/; Nina Truong, “10 Reasons You
how people live in another country, find out what
Should Study Abroad in College,” Huffington Post,
issues and values are important to them, and
May 8, 2015, www.huffingtonpost.com/college-
observe the way they solve problems. As you nav- tourist/10-reason-you-should-stud_b_7021556
igate your new environment, you’ll increase your .html; Allen E. Goodman and Stacie Nevadomski
independence and self-reliance, enhance your Berdan, “Every Student Should Study Abroad,”
The New York Times, May 12, 2014, www.nytimes
problem-solving skills, overcome stereotypes you
.com/roomfordebate/2013/10/17/should-more-
may have formed, and develop patience, flexi-
americans-study-abroad/every-student-should-study-
bility, and adaptability that will impress potential abroad; and Lee Roberts, “Have Wheelchair, Will Travel:
employers after graduation. Travel and study Disabled Students Study Abroad, Too,” Chronicle of
abroad can enhance your knowledge of the world Higher Education, October 16, 2009, www.chronicle.
com/article/Students-With-Disability-Study/48740.
and its diversity in ways you can never experience
Another factor that is making globalization both more possi-
ble and more prevalent is the Internet. In 2016, an astounding
20.8 billion devices worldwide were connected to the Internet.55
From 2010 to 2015, the largest increases in users of the Internet
were from developing countries in Africa, the Middle East, Asia,
and Latin America and the ­Caribbean.56 Global companies like
Dell Technologies and Johnson & ­Johnson are taking advantage
of this trend in that a growing percentage of their international
sales are to customers in the BRIC (Brazil, Russia, India, and
China) countries.57 As people in developing nations turn to the
power of the web, they develop content in their own languages
and create their own means of access, like Baidu, the search
engine market leader in China.58
The Internet is a powerful force for connecting people with-
out regard to time and space. The Internet enables people to
connect and work from anywhere in the world on a 24/7 basis.
Laura Asiala, a manager for Dow Corning, based in Midland,
Michigan, supervises employees in Tokyo, Seoul, Hong Kong,
Shanghai, and Brussels. To keep in touch with them, she starts
working at 5:00 a.m. some days and ends as late as midnight.
She takes a break from 3:30 to 9:30 each day, and technology
lets her communicate from home.59
CHAPTER 1 | Managing in a Global World 15
 China, with its 700 million Internet users, is an attractive
market for tech companies that want to expand internationally.
Internet companies have struggled to operate and succeed in the
Chinese market due to intense local competition, logistical chal-
lenges, and human rights concerns. For example, Twitter and
Facebook were banned from operating in the country for politi-
cal reasons, and when Google stopped censoring search results,
it was no longer permitted to operate in mainland China.
Involvement in company operations by the Chinese gov-
ernment has reached a new level. The state-run Xinhua News
Agency announced that cybersecurity police would be embed-
ded into large Internet companies to help guard against fraud
and the “spreading of rumors.” This policing effort is believed
to be an effort on the part of the Chinese government to exert
greater control over the Internet in this country of nearly
1.4 ­billion people.
Despite these challenges, LinkedIn entered the Chinese mar-
ket in 2014 to try to attract some of the 140 million knowledge
workers to its professional networking site. In
exchange for being granted access to Chinese
Internet users, LinkedIn agreed to censor
content when asked to do so by government
officials. In 2017, the company reported hav-
ing 32 million registered users in China. Time
will tell whether LinkedIn can navigate suc-
cessfully the myriad challenges in the world’s Did You
largest Internet market.60
Smaller firms are also engaged in global- KNOW
ization. Many small companies export their
goods. Many domestic firms assemble their
products in other countries, using facilities
such as ­Mexico’s maquiladora plants. And In 2017, approximately
companies are under pressure to improve their 1.5 billion smartphones were
products in the face of intense competition sold worldwide, yielding
from foreign manufacturers. Firms today must about $480 billion in industry
ask themselves, “How can we be the best in revenue.61
the world?”
For students, it’s not too early to think
about the personal ramifications. In the words of chief executive
officer Jim Goodnight of SAS, the largest privately held soft-
ware company in the world, “The best thing business schools
can do to prepare their students is to encourage them to look
beyond their own backyards. Globalization has opened the
world for many opportunities, and schools should encourage
their students to take advantage of them.”62
|
4.2 Technology Is Continuously
Advancing
The Internet’s impact on globalization is only one of the ways
that technology is vitally important in the ever-changing busi-
ness world. Technology both complicates things and creates
new opportunities. The challenges come from the rapid rate at
which communication, transportation, information, and other
technologies change.63
16 PART 1 | Introduction
Until recently, for example, desktop computers were a reli-
able source of income, not only for computer makers, but also
for the companies that make keyboards and a whole host of
accessories like wrist rests and computer desks. But after just
a couple of decades of widespread PC use, customers switched
to laptops, tablets, and even smartphones for their computing
needs, requiring different accessories and using them in different
ways.64 Any company that still makes desktops has to rethink its
customers’ wants and needs, not to mention the possibility that
these customers may be doing their work at the airport or a local
coffee shop rather than in an office.
Later chapters will discuss technology further, but here we
highlight the rise of the Internet and its effects. Why is the Inter-
net so important to business?65
• It enables managers to be mobile and connected 24/7.
• It fulfills many business functions. It is a virtual market-
place, a means to sell goods and services, a distribution
channel, an information service, and more.
• It speeds up globalization. Managers can see
what competitors, suppliers, and customers
are doing on the other side of the world.
• It provides access to information, allows
better-informed decisions, and improves
efficiency of decision making.
• It facilitates design of new products and
services, from smartphones to online
banking services.
While these advantages create business
opportunities, they also create threats as com-
petitors capitalize on new developments.
At the beginning, Internet companies daz-
zled people with financial returns that seemed
limitless. Today, investors and entrepreneurs
have learned that not every business idea will
fly, but many profitable online businesses have become a part
of our day-to-day lives. Just a few years ago, it was novel to go
online to order plane tickets, read the news, or share photos.
Some online success stories, such as Alibaba, Dropbox, Wix,
and Indeed, are purely Internet businesses. Other companies,
including Target, Walmart, and Macy’s, have incorporated
online channels into an existing business strategy.
The Internet’s impact is felt not only at the level of busi-
nesses as a whole, but also by individual employees and their
managers. Just as globalization has stretched out the workdays
of some people, high-tech gadgets have made it possible to stay
connected to work anytime and anywhere. Wi-Fi hotspots make
connections available in shared working spaces, coffee shops,
restaurants, hotels, airports, and libraries. Software lets users
download and read files and e-mail over their phones and tablets.
Social media and networking are also challenging the way
businesses operate and managers connect. Facebook, the largest
Another random document with
no related content on Scribd:
 DANCE ON STILTS AT THE GIRLS’ UNYAGO, NIUCHI

Newala, too, suffers from the distance of its water-supply—at least

the Newala of to-day does; there was once another Newala in a lovely
valley at the foot of the plateau. I visited it and found scarcely a trace
of houses, only a Christian cemetery, with the graves of several
missionaries and their converts, remaining as a monument of its
former glories. But the surroundings are wonderfully beautiful. A
thick grove of splendid mango-trees closes in the weather-worn
crosses and headstones; behind them, combining the useful and the
agreeable, is a whole plantation of lemon-trees covered with ripe
fruit; not the small African kind, but a much larger and also juicier
imported variety, which drops into the hands of the passing traveller,
without calling for any exertion on his part. Old Newala is now under
the jurisdiction of the native pastor, Daudi, at Chingulungulu, who,
as I am on very friendly terms with him, allows me, as a matter of
course, the use of this lemon-grove during my stay at Newala.
 FEET MUTILATED BY THE RAVAGES OF THE “JIGGER”
(Sarcopsylla penetrans)

The water-supply of New Newala is in the bottom of the valley,

some 1,600 feet lower down. The way is not only long and fatiguing,
but the water, when we get it, is thoroughly bad. We are suffering not
only from this, but from the fact that the arrangements at Newala are
nothing short of luxurious. We have a separate kitchen—a hut built
against the boma palisade on the right of the baraza, the interior of
which is not visible from our usual position. Our two cooks were not
long in finding this out, and they consequently do—or rather neglect
to do—what they please. In any case they do not seem to be very
particular about the boiling of our drinking-water—at least I can
attribute to no other cause certain attacks of a dysenteric nature,
from which both Knudsen and I have suffered for some time. If a
man like Omari has to be left unwatched for a moment, he is capable
of anything. Besides this complaint, we are inconvenienced by the
state of our nails, which have become as hard as glass, and crack on
the slightest provocation, and I have the additional infliction of
pimples all over me. As if all this were not enough, we have also, for
the last week been waging war against the jigger, who has found his
Eldorado in the hot sand of the Makonde plateau. Our men are seen
all day long—whenever their chronic colds and the dysentery likewise
raging among them permit—occupied in removing this scourge of
Africa from their feet and trying to prevent the disastrous
consequences of its presence. It is quite common to see natives of
this place with one or two toes missing; many have lost all their toes,
or even the whole front part of the foot, so that a well-formed leg
ends in a shapeless stump. These ravages are caused by the female of
Sarcopsylla penetrans, which bores its way under the skin and there
develops an egg-sac the size of a pea. In all books on the subject, it is
stated that one’s attention is called to the presence of this parasite by
an intolerable itching. This agrees very well with my experience, so
far as the softer parts of the sole, the spaces between and under the
toes, and the side of the foot are concerned, but if the creature
penetrates through the harder parts of the heel or ball of the foot, it
may escape even the most careful search till it has reached maturity.
Then there is no time to be lost, if the horrible ulceration, of which
we see cases by the dozen every day, is to be prevented. It is much
easier, by the way, to discover the insect on the white skin of a
European than on that of a native, on which the dark speck scarcely
shows. The four or five jiggers which, in spite of the fact that I
constantly wore high laced boots, chose my feet to settle in, were
taken out for me by the all-accomplished Knudsen, after which I
thought it advisable to wash out the cavities with corrosive
sublimate. The natives have a different sort of disinfectant—they fill
the hole with scraped roots. In a tiny Makua village on the slope of
the plateau south of Newala, we saw an old woman who had filled all
the spaces under her toe-nails with powdered roots by way of
prophylactic treatment. What will be the result, if any, who can say?
The rest of the many trifling ills which trouble our existence are
really more comic than serious. In the absence of anything else to
smoke, Knudsen and I at last opened a box of cigars procured from
the Indian store-keeper at Lindi, and tried them, with the most
distressing results. Whether they contain opium or some other
narcotic, neither of us can say, but after the tenth puff we were both
“off,” three-quarters stupefied and unspeakably wretched. Slowly we
recovered—and what happened next? Half-an-hour later we were
once more smoking these poisonous concoctions—so insatiable is the
craving for tobacco in the tropics.
Even my present attacks of fever scarcely deserve to be taken
seriously. I have had no less than three here at Newala, all of which
have run their course in an incredibly short time. In the early
afternoon, I am busy with my old natives, asking questions and
making notes. The strong midday coffee has stimulated my spirits to
an extraordinary degree, the brain is active and vigorous, and work
progresses rapidly, while a pleasant warmth pervades the whole
body. Suddenly this gives place to a violent chill, forcing me to put on
my overcoat, though it is only half-past three and the afternoon sun
is at its hottest. Now the brain no longer works with such acuteness
and logical precision; more especially does it fail me in trying to
establish the syntax of the difficult Makua language on which I have
ventured, as if I had not enough to do without it. Under the
circumstances it seems advisable to take my temperature, and I do
so, to save trouble, without leaving my seat, and while going on with
my work. On examination, I find it to be 101·48°. My tutors are
abruptly dismissed and my bed set up in the baraza; a few minutes
later I am in it and treating myself internally with hot water and
lemon-juice.
Three hours later, the thermometer marks nearly 104°, and I make
them carry me back into the tent, bed and all, as I am now perspiring
heavily, and exposure to the cold wind just beginning to blow might
mean a fatal chill. I lie still for a little while, and then find, to my
great relief, that the temperature is not rising, but rather falling. This
is about 7.30 p.m. At 8 p.m. I find, to my unbounded astonishment,
that it has fallen below 98·6°, and I feel perfectly well. I read for an
hour or two, and could very well enjoy a smoke, if I had the
wherewithal—Indian cigars being out of the question.
Having no medical training, I am at a loss to account for this state
of things. It is impossible that these transitory attacks of high fever
should be malarial; it seems more probable that they are due to a
kind of sunstroke. On consulting my note-book, I become more and
more inclined to think this is the case, for these attacks regularly
follow extreme fatigue and long exposure to strong sunshine. They at
least have the advantage of being only short interruptions to my
work, as on the following morning I am always quite fresh and fit.
My treasure of a cook is suffering from an enormous hydrocele which
makes it difficult for him to get up, and Moritz is obliged to keep in
the dark on account of his inflamed eyes. Knudsen’s cook, a raw boy
from somewhere in the bush, knows still less of cooking than Omari;
consequently Nils Knudsen himself has been promoted to the vacant
post. Finding that we had come to the end of our supplies, he began
by sending to Chingulungulu for the four sucking-pigs which we had
bought from Matola and temporarily left in his charge; and when
they came up, neatly packed in a large crate, he callously slaughtered
the biggest of them. The first joint we were thoughtless enough to
entrust for roasting to Knudsen’s mshenzi cook, and it was
consequently uneatable; but we made the rest of the animal into a
jelly which we ate with great relish after weeks of underfeeding,
consuming incredible helpings of it at both midday and evening
meals. The only drawback is a certain want of variety in the tinned
vegetables. Dr. Jäger, to whom the Geographical Commission
entrusted the provisioning of the expeditions—mine as well as his
own—because he had more time on his hands than the rest of us,
seems to have laid in a huge stock of Teltow turnips,[46] an article of
food which is all very well for occasional use, but which quickly palls
when set before one every day; and we seem to have no other tins
left. There is no help for it—we must put up with the turnips; but I
am certain that, once I am home again, I shall not touch them for ten
years to come.
Amid all these minor evils, which, after all, go to make up the
genuine flavour of Africa, there is at least one cheering touch:
Knudsen has, with the dexterity of a skilled mechanic, repaired my 9
× 12 cm. camera, at least so far that I can use it with a little care.
How, in the absence of finger-nails, he was able to accomplish such a
ticklish piece of work, having no tool but a clumsy screw-driver for
taking to pieces and putting together again the complicated
mechanism of the instantaneous shutter, is still a mystery to me; but
he did it successfully. The loss of his finger-nails shows him in a light
contrasting curiously enough with the intelligence evinced by the
above operation; though, after all, it is scarcely surprising after his
ten years’ residence in the bush. One day, at Lindi, he had occasion
to wash a dog, which must have been in need of very thorough
cleansing, for the bottle handed to our friend for the purpose had an
extremely strong smell. Having performed his task in the most
conscientious manner, he perceived with some surprise that the dog
did not appear much the better for it, and was further surprised by
finding his own nails ulcerating away in the course of the next few
days. “How was I to know that carbolic acid has to be diluted?” he
mutters indignantly, from time to time, with a troubled gaze at his
mutilated finger-tips.
 Since we came to Newala we have been making excursions in all
directions through the surrounding country, in accordance with old
habit, and also because the akida Sefu did not get together the tribal
elders from whom I wanted information so speedily as he had
promised. There is, however, no harm done, as, even if seen only
from the outside, the country and people are interesting enough.
The Makonde plateau is like a large rectangular table rounded off
at the corners. Measured from the Indian Ocean to Newala, it is
about seventy-five miles long, and between the Rovuma and the
Lukuledi it averages fifty miles in breadth, so that its superficial area
is about two-thirds of that of the kingdom of Saxony. The surface,
however, is not level, but uniformly inclined from its south-western
edge to the ocean. From the upper edge, on which Newala lies, the
eye ranges for many miles east and north-east, without encountering
any obstacle, over the Makonde bush. It is a green sea, from which
here and there thick clouds of smoke rise, to show that it, too, is
inhabited by men who carry on their tillage like so many other
primitive peoples, by cutting down and burning the bush, and
manuring with the ashes. Even in the radiant light of a tropical day
such a fire is a grand sight.
Much less effective is the impression produced just now by the
great western plain as seen from the edge of the plateau. As often as
time permits, I stroll along this edge, sometimes in one direction,
sometimes in another, in the hope of finding the air clear enough to
let me enjoy the view; but I have always been disappointed.
Wherever one looks, clouds of smoke rise from the burning bush,
and the air is full of smoke and vapour. It is a pity, for under more
favourable circumstances the panorama of the whole country up to
the distant Majeje hills must be truly magnificent. It is of little use
taking photographs now, and an outline sketch gives a very poor idea
of the scenery. In one of these excursions I went out of my way to
make a personal attempt on the Makonde bush. The present edge of
the plateau is the result of a far-reaching process of destruction
through erosion and denudation. The Makonde strata are
everywhere cut into by ravines, which, though short, are hundreds of
yards in depth. In consequence of the loose stratification of these
beds, not only are the walls of these ravines nearly vertical, but their
upper end is closed by an equally steep escarpment, so that the
western edge of the Makonde plateau is hemmed in by a series of
deep, basin-like valleys. In order to get from one side of such a ravine
to the other, I cut my way through the bush with a dozen of my men.
It was a very open part, with more grass than scrub, but even so the
short stretch of less than two hundred yards was very hard work; at
the end of it the men’s calicoes were in rags and they themselves
bleeding from hundreds of scratches, while even our strong khaki
suits had not escaped scatheless.

NATIVE PATH THROUGH THE MAKONDE BUSH, NEAR

MAHUTA

I see increasing reason to believe that the view formed some time
back as to the origin of the Makonde bush is the correct one. I have
no doubt that it is not a natural product, but the result of human
occupation. Those parts of the high country where man—as a very
slight amount of practice enables the eye to perceive at once—has not
yet penetrated with axe and hoe, are still occupied by a splendid
timber forest quite able to sustain a comparison with our mixed
forests in Germany. But wherever man has once built his hut or tilled
his field, this horrible bush springs up. Every phase of this process
may be seen in the course of a couple of hours’ walk along the main
road. From the bush to right or left, one hears the sound of the axe—
not from one spot only, but from several directions at once. A few
steps further on, we can see what is taking place. The brush has been
cut down and piled up in heaps to the height of a yard or more,
between which the trunks of the large trees stand up like the last
pillars of a magnificent ruined building. These, too, present a
melancholy spectacle: the destructive Makonde have ringed them—
cut a broad strip of bark all round to ensure their dying off—and also
piled up pyramids of brush round them. Father and son, mother and
son-in-law, are chopping away perseveringly in the background—too
busy, almost, to look round at the white stranger, who usually excites
so much interest. If you pass by the same place a week later, the piles
of brushwood have disappeared and a thick layer of ashes has taken
the place of the green forest. The large trees stretch their
smouldering trunks and branches in dumb accusation to heaven—if
they have not already fallen and been more or less reduced to ashes,
perhaps only showing as a white stripe on the dark ground.
This work of destruction is carried out by the Makonde alike on the
virgin forest and on the bush which has sprung up on sites already
cultivated and deserted. In the second case they are saved the trouble
of burning the large trees, these being entirely absent in the
secondary bush.
After burning this piece of forest ground and loosening it with the
hoe, the native sows his corn and plants his vegetables. All over the
country, he goes in for bed-culture, which requires, and, in fact,
receives, the most careful attention. Weeds are nowhere tolerated in
the south of German East Africa. The crops may fail on the plains,
where droughts are frequent, but never on the plateau with its
abundant rains and heavy dews. Its fortunate inhabitants even have
the satisfaction of seeing the proud Wayao and Wamakua working
for them as labourers, driven by hunger to serve where they were
accustomed to rule.
But the light, sandy soil is soon exhausted, and would yield no
harvest the second year if cultivated twice running. This fact has
been familiar to the native for ages; consequently he provides in
time, and, while his crop is growing, prepares the next plot with axe
and firebrand. Next year he plants this with his various crops and
lets the first piece lie fallow. For a short time it remains waste and
desolate; then nature steps in to repair the destruction wrought by
man; a thousand new growths spring out of the exhausted soil, and
even the old stumps put forth fresh shoots. Next year the new growth
is up to one’s knees, and in a few years more it is that terrible,
impenetrable bush, which maintains its position till the black
occupier of the land has made the round of all the available sites and
come back to his starting point.
The Makonde are, body and soul, so to speak, one with this bush.
According to my Yao informants, indeed, their name means nothing
else but “bush people.” Their own tradition says that they have been
settled up here for a very long time, but to my surprise they laid great
stress on an original immigration. Their old homes were in the
south-east, near Mikindani and the mouth of the Rovuma, whence
their peaceful forefathers were driven by the continual raids of the
Sakalavas from Madagascar and the warlike Shirazis[47] of the coast,
to take refuge on the almost inaccessible plateau. I have studied
African ethnology for twenty years, but the fact that changes of
population in this apparently quiet and peaceable corner of the earth
could have been occasioned by outside enterprises taking place on
the high seas, was completely new to me. It is, no doubt, however,
correct.
The charming tribal legend of the Makonde—besides informing us
of other interesting matters—explains why they have to live in the
thickest of the bush and a long way from the edge of the plateau,
instead of making their permanent homes beside the purling brooks
and springs of the low country.
“The place where the tribe originated is Mahuta, on the southern
side of the plateau towards the Rovuma, where of old time there was
nothing but thick bush. Out of this bush came a man who never
washed himself or shaved his head, and who ate and drank but little.
He went out and made a human figure from the wood of a tree
growing in the open country, which he took home to his abode in the
bush and there set it upright. In the night this image came to life and
was a woman. The man and woman went down together to the
Rovuma to wash themselves. Here the woman gave birth to a still-
born child. They left that place and passed over the high land into the
valley of the Mbemkuru, where the woman had another child, which
was also born dead. Then they returned to the high bush country of
Mahuta, where the third child was born, which lived and grew up. In
course of time, the couple had many more children, and called
themselves Wamatanda. These were the ancestral stock of the
Makonde, also called Wamakonde,[48] i.e., aborigines. Their
forefather, the man from the bush, gave his children the command to
bury their dead upright, in memory of the mother of their race who
was cut out of wood and awoke to life when standing upright. He also
warned them against settling in the valleys and near large streams,
for sickness and death dwelt there. They were to make it a rule to
have their huts at least an hour’s walk from the nearest watering-
place; then their children would thrive and escape illness.”
The explanation of the name Makonde given by my informants is
somewhat different from that contained in the above legend, which I
extract from a little book (small, but packed with information), by
Pater Adams, entitled Lindi und sein Hinterland. Otherwise, my
results agree exactly with the statements of the legend. Washing?
Hapana—there is no such thing. Why should they do so? As it is, the
supply of water scarcely suffices for cooking and drinking; other
people do not wash, so why should the Makonde distinguish himself
by such needless eccentricity? As for shaving the head, the short,
woolly crop scarcely needs it,[49] so the second ancestral precept is
likewise easy enough to follow. Beyond this, however, there is
nothing ridiculous in the ancestor’s advice. I have obtained from
various local artists a fairly large number of figures carved in wood,
ranging from fifteen to twenty-three inches in height, and
representing women belonging to the great group of the Mavia,
Makonde, and Matambwe tribes. The carving is remarkably well
done and renders the female type with great accuracy, especially the
keloid ornamentation, to be described later on. As to the object and
meaning of their works the sculptors either could or (more probably)
would tell me nothing, and I was forced to content myself with the
scanty information vouchsafed by one man, who said that the figures
were merely intended to represent the nembo—the artificial
deformations of pelele, ear-discs, and keloids. The legend recorded
by Pater Adams places these figures in a new light. They must surely
be more than mere dolls; and we may even venture to assume that
they are—though the majority of present-day Makonde are probably
unaware of the fact—representations of the tribal ancestress.
 The references in the legend to the descent from Mahuta to the
Rovuma, and to a journey across the highlands into the Mbekuru
valley, undoubtedly indicate the previous history of the tribe, the
travels of the ancestral pair typifying the migrations of their
descendants. The descent to the neighbouring Rovuma valley, with
its extraordinary fertility and great abundance of game, is intelligible
at a glance—but the crossing of the Lukuledi depression, the ascent
to the Rondo Plateau and the descent to the Mbemkuru, also lie
within the bounds of probability, for all these districts have exactly
the same character as the extreme south. Now, however, comes a
point of especial interest for our bacteriological age. The primitive
Makonde did not enjoy their lives in the marshy river-valleys.
Disease raged among them, and many died. It was only after they
had returned to their original home near Mahuta, that the health
conditions of these people improved. We are very apt to think of the
African as a stupid person whose ignorance of nature is only equalled
by his fear of it, and who looks on all mishaps as caused by evil
spirits and malignant natural powers. It is much more correct to
assume in this case that the people very early learnt to distinguish
districts infested with malaria from those where it is absent.
This knowledge is crystallized in the
ancestral warning against settling in the
valleys and near the great waters, the
dwelling-places of disease and death. At the
same time, for security against the hostile
Mavia south of the Rovuma, it was enacted
that every settlement must be not less than a
certain distance from the southern edge of the
plateau. Such in fact is their mode of life at the
present day. It is not such a bad one, and
certainly they are both safer and more
comfortable than the Makua, the recent
intruders from the south, who have made USUAL METHOD OF
good their footing on the western edge of the CLOSING HUT-DOOR
plateau, extending over a fairly wide belt of
country. Neither Makua nor Makonde show in their dwellings
anything of the size and comeliness of the Yao houses in the plain,
especially at Masasi, Chingulungulu and Zuza’s. Jumbe Chauro, a
Makonde hamlet not far from Newala, on the road to Mahuta, is the
most important settlement of the tribe I have yet seen, and has fairly
spacious huts. But how slovenly is their construction compared with
the palatial residences of the elephant-hunters living in the plain.
The roofs are still more untidy than in the general run of huts during
the dry season, the walls show here and there the scanty beginnings
or the lamentable remains of the mud plastering, and the interior is a
veritable dog-kennel; dirt, dust and disorder everywhere. A few huts
only show any attempt at division into rooms, and this consists
merely of very roughly-made bamboo partitions. In one point alone
have I noticed any indication of progress—in the method of fastening
the door. Houses all over the south are secured in a simple but
ingenious manner. The door consists of a set of stout pieces of wood
or bamboo, tied with bark-string to two cross-pieces, and moving in
two grooves round one of the door-posts, so as to open inwards. If
the owner wishes to leave home, he takes two logs as thick as a man’s
upper arm and about a yard long. One of these is placed obliquely
against the middle of the door from the inside, so as to form an angle
of from 60° to 75° with the ground. He then places the second piece
horizontally across the first, pressing it downward with all his might.
It is kept in place by two strong posts planted in the ground a few
inches inside the door. This fastening is absolutely safe, but of course
cannot be applied to both doors at once, otherwise how could the
owner leave or enter his house? I have not yet succeeded in finding
out how the back door is fastened.

MAKONDE LOCK AND KEY AT JUMBE CHAURO

 This is the general way of closing a house. The Makonde at Jumbe
Chauro, however, have a much more complicated, solid and original
one. Here, too, the door is as already described, except that there is
only one post on the inside, standing by itself about six inches from
one side of the doorway. Opposite this post is a hole in the wall just
large enough to admit a man’s arm. The door is closed inside by a
large wooden bolt passing through a hole in this post and pressing
with its free end against the door. The other end has three holes into
which fit three pegs running in vertical grooves inside the post. The
door is opened with a wooden key about a foot long, somewhat
curved and sloped off at the butt; the other end has three pegs
corresponding to the holes, in the bolt, so that, when it is thrust
through the hole in the wall and inserted into the rectangular
opening in the post, the pegs can be lifted and the bolt drawn out.[50]

MODE OF INSERTING THE KEY

With no small pride first one householder and then a second

showed me on the spot the action of this greatest invention of the
Makonde Highlands. To both with an admiring exclamation of
“Vizuri sana!” (“Very fine!”). I expressed the wish to take back these
marvels with me to Ulaya, to show the Wazungu what clever fellows
the Makonde are. Scarcely five minutes after my return to camp at
Newala, the two men came up sweating under the weight of two
heavy logs which they laid down at my feet, handing over at the same
time the keys of the fallen fortress. Arguing, logically enough, that if
the key was wanted, the lock would be wanted with it, they had taken
their axes and chopped down the posts—as it never occurred to them
to dig them out of the ground and so bring them intact. Thus I have
two badly damaged specimens, and the owners, instead of praise,
come in for a blowing-up.
The Makua huts in the environs of Newala are especially
miserable; their more than slovenly construction reminds one of the
temporary erections of the Makua at Hatia’s, though the people here
have not been concerned in a war. It must therefore be due to
congenital idleness, or else to the absence of a powerful chief. Even
the baraza at Mlipa’s, a short hour’s walk south-east of Newala,
shares in this general neglect. While public buildings in this country
are usually looked after more or less carefully, this is in evident
danger of being blown over by the first strong easterly gale. The only
attractive object in this whole district is the grave of the late chief
Mlipa. I visited it in the morning, while the sun was still trying with
partial success to break through the rolling mists, and the circular
grove of tall euphorbias, which, with a broken pot, is all that marks
the old king’s resting-place, impressed one with a touch of pathos.
Even my very materially-minded carriers seemed to feel something
of the sort, for instead of their usual ribald songs, they chanted
solemnly, as we marched on through the dense green of the Makonde
bush:—
 “We shall arrive with the great master; we stand in a row and have
no fear about getting our food and our money from the Serkali (the
Government). We are not afraid; we are going along with the great
master, the lion; we are going down to the coast and back.”
With regard to the characteristic features of the various tribes here
on the western edge of the plateau, I can arrive at no other
conclusion than the one already come to in the plain, viz., that it is
impossible for anyone but a trained anthropologist to assign any
given individual at once to his proper tribe. In fact, I think that even
an anthropological specialist, after the most careful examination,
might find it a difficult task to decide. The whole congeries of peoples
collected in the region bounded on the west by the great Central
African rift, Tanganyika and Nyasa, and on the east by the Indian
Ocean, are closely related to each other—some of their languages are
only distinguished from one another as dialects of the same speech,
and no doubt all the tribes present the same shape of skull and
structure of skeleton. Thus, surely, there can be no very striking
differences in outward appearance.
 Even did such exist, I should have no time
to concern myself with them, for day after day,
I have to see or hear, as the case may be—in
any case to grasp and record—an
extraordinary number of ethnographic
phenomena. I am almost disposed to think it
fortunate that some departments of inquiry, at
least, are barred by external circumstances.
Chief among these is the subject of iron-
working. We are apt to think of Africa as a
country where iron ore is everywhere, so to
speak, to be picked up by the roadside, and
where it would be quite surprising if the
inhabitants had not learnt to smelt the
material ready to their hand. In fact, the
knowledge of this art ranges all over the
continent, from the Kabyles in the north to the
Kafirs in the south. Here between the Rovuma
and the Lukuledi the conditions are not so
favourable. According to the statements of the
Makonde, neither ironstone nor any other
form of iron ore is known to them. They have
not therefore advanced to the art of smelting
the metal, but have hitherto bought all their
THE ANCESTRESS OF
THE MAKONDE
iron implements from neighbouring tribes.
Even in the plain the inhabitants are not much
better off. Only one man now living is said to
understand the art of smelting iron. This old fundi lives close to
Huwe, that isolated, steep-sided block of granite which rises out of
the green solitude between Masasi and Chingulungulu, and whose
jagged and splintered top meets the traveller’s eye everywhere. While
still at Masasi I wished to see this man at work, but was told that,
frightened by the rising, he had retired across the Rovuma, though
he would soon return. All subsequent inquiries as to whether the
fundi had come back met with the genuine African answer, “Bado”
(“Not yet”).
 BRAZIER

Some consolation was afforded me by a brassfounder, whom I

came across in the bush near Akundonde’s. This man is the favourite
of women, and therefore no doubt of the gods; he welds the glittering
brass rods purchased at the coast into those massive, heavy rings
which, on the wrists and ankles of the local fair ones, continually give
me fresh food for admiration. Like every decent master-craftsman he
had all his tools with him, consisting of a pair of bellows, three
crucibles and a hammer—nothing more, apparently. He was quite
willing to show his skill, and in a twinkling had fixed his bellows on
the ground. They are simply two goat-skins, taken off whole, the four
legs being closed by knots, while the upper opening, intended to
admit the air, is kept stretched by two pieces of wood. At the lower
end of the skin a smaller opening is left into which a wooden tube is
stuck. The fundi has quickly borrowed a heap of wood-embers from
the nearest hut; he then fixes the free ends of the two tubes into an
earthen pipe, and clamps them to the ground by means of a bent
piece of wood. Now he fills one of his small clay crucibles, the dross
on which shows that they have been long in use, with the yellow
material, places it in the midst of the embers, which, at present are
only faintly glimmering, and begins his work. In quick alternation
the smith’s two hands move up and down with the open ends of the
bellows; as he raises his hand he holds the slit wide open, so as to let
the air enter the skin bag unhindered. In pressing it down he closes
the bag, and the air puffs through the bamboo tube and clay pipe into
the fire, which quickly burns up. The smith, however, does not keep
on with this work, but beckons to another man, who relieves him at
the bellows, while he takes some more tools out of a large skin pouch
carried on his back. I look on in wonder as, with a smooth round
stick about the thickness of a finger, he bores a few vertical holes into
the clean sand of the soil. This should not be difficult, yet the man
seems to be taking great pains over it. Then he fastens down to the
ground, with a couple of wooden clamps, a neat little trough made by
splitting a joint of bamboo in half, so that the ends are closed by the
two knots. At last the yellow metal has attained the right consistency,
and the fundi lifts the crucible from the fire by means of two sticks
split at the end to serve as tongs. A short swift turn to the left—a
tilting of the crucible—and the molten brass, hissing and giving forth
clouds of smoke, flows first into the bamboo mould and then into the
holes in the ground.
The technique of this backwoods craftsman may not be very far
advanced, but it cannot be denied that he knows how to obtain an
adequate result by the simplest means. The ladies of highest rank in
this country—that is to say, those who can afford it, wear two kinds
of these massive brass rings, one cylindrical, the other semicircular
in section. The latter are cast in the most ingenious way in the
bamboo mould, the former in the circular hole in the sand. It is quite
a simple matter for the fundi to fit these bars to the limbs of his fair
customers; with a few light strokes of his hammer he bends the
pliable brass round arm or ankle without further inconvenience to
the wearer.
SHAPING THE POT

SMOOTHING WITH MAIZE-COB

CUTTING THE EDGE

 FINISHING THE BOTTOM

LAST SMOOTHING BEFORE

BURNING

FIRING THE BRUSH-PILE

 LIGHTING THE FARTHER SIDE OF
THE PILE

TURNING THE RED-HOT VESSEL

NYASA WOMAN MAKING POTS AT MASASI

Pottery is an art which must always and everywhere excite the
interest of the student, just because it is so intimately connected with
the development of human culture, and because its relics are one of
the principal factors in the reconstruction of our own condition in
prehistoric times. I shall always remember with pleasure the two or
three afternoons at Masasi when Salim Matola’s mother, a slightly-
built, graceful, pleasant-looking woman, explained to me with
touching patience, by means of concrete illustrations, the ceramic art
of her people. The only implements for this primitive process were a
lump of clay in her left hand, and in the right a calabash containing
the following valuables: the fragment of a maize-cob stripped of all
its grains, a smooth, oval pebble, about the size of a pigeon’s egg, a
few chips of gourd-shell, a bamboo splinter about the length of one’s
hand, a small shell, and a bunch of some herb resembling spinach.
 Nothing more. The woman scraped with the
shell a round, shallow hole in the soft, fine
sand of the soil, and, when an active young
girl had filled the calabash with water for her,
she began to knead the clay. As if by magic it
gradually assumed the shape of a rough but
already well-shaped vessel, which only wanted
a little touching up with the instruments
before mentioned. I looked out with the
MAKUA WOMAN closest attention for any indication of the use
MAKING A POT. of the potter’s wheel, in however rudimentary
SHOWS THE a form, but no—hapana (there is none). The
BEGINNINGS OF THE embryo pot stood firmly in its little
POTTER’S WHEEL
depression, and the woman walked round it in
a stooping posture, whether she was removing
small stones or similar foreign bodies with the maize-cob, smoothing
the inner or outer surface with the splinter of bamboo, or later, after
letting it dry for a day, pricking in the ornamentation with a pointed
bit of gourd-shell, or working out the bottom, or cutting the edge
with a sharp bamboo knife, or giving the last touches to the finished
vessel. This occupation of the women is infinitely toilsome, but it is
without doubt an accurate reproduction of the process in use among
our ancestors of the Neolithic and Bronze ages.
There is no doubt that the invention of pottery, an item in human
progress whose importance cannot be over-estimated, is due to
women. Rough, coarse and unfeeling, the men of the horde range
over the countryside. When the united cunning of the hunters has
succeeded in killing the game; not one of them thinks of carrying
home the spoil. A bright fire, kindled by a vigorous wielding of the
drill, is crackling beside them; the animal has been cleaned and cut
up secundum artem, and, after a slight singeing, will soon disappear
under their sharp teeth; no one all this time giving a single thought
to wife or child.
To what shifts, on the other hand, the primitive wife, and still more
the primitive mother, was put! Not even prehistoric stomachs could
endure an unvarying diet of raw food. Something or other suggested
the beneficial effect of hot water on the majority of approved but
indigestible dishes. Perhaps a neighbour had tried holding the hard
roots or tubers over the fire in a calabash filled with water—or maybe
an ostrich-egg-shell, or a hastily improvised vessel of bark. They
became much softer and more palatable than they had previously
been; but, unfortunately, the vessel could not stand the fire and got
charred on the outside. That can be remedied, thought our
ancestress, and plastered a layer of wet clay round a similar vessel.
This is an improvement; the cooking utensil remains uninjured, but
the heat of the fire has shrunk it, so that it is loose in its shell. The
next step is to detach it, so, with a firm grip and a jerk, shell and
kernel are separated, and pottery is invented. Perhaps, however, the
discovery which led to an intelligent use of the burnt-clay shell, was
made in a slightly different way. Ostrich-eggs and calabashes are not
to be found in every part of the world, but everywhere mankind has
arrived at the art of making baskets out of pliant materials, such as
bark, bast, strips of palm-leaf, supple twigs, etc. Our inventor has no
water-tight vessel provided by nature. “Never mind, let us line the
basket with clay.” This answers the purpose, but alas! the basket gets
burnt over the blazing fire, the woman watches the process of
cooking with increasing uneasiness, fearing a leak, but no leak
appears. The food, done to a turn, is eaten with peculiar relish; and
the cooking-vessel is examined, half in curiosity, half in satisfaction
at the result. The plastic clay is now hard as stone, and at the same
time looks exceedingly well, for the neat plaiting of the burnt basket
is traced all over it in a pretty pattern. Thus, simultaneously with
pottery, its ornamentation was invented.
Primitive woman has another claim to respect. It was the man,
roving abroad, who invented the art of producing fire at will, but the
woman, unable to imitate him in this, has been a Vestal from the
earliest times. Nothing gives so much trouble as the keeping alight of
the smouldering brand, and, above all, when all the men are absent
from the camp. Heavy rain-clouds gather, already the first large
drops are falling, the first gusts of the storm rage over the plain. The
little flame, a greater anxiety to the woman than her own children,
flickers unsteadily in the blast. What is to be done? A sudden thought
occurs to her, and in an instant she has constructed a primitive hut
out of strips of bark, to protect the flame against rain and wind.
This, or something very like it, was the way in which the principle
of the house was discovered; and even the most hardened misogynist
cannot fairly refuse a woman the credit of it. The protection of the
hearth-fire from the weather is the germ from which the human
dwelling was evolved. Men had little, if any share, in this forward
step, and that only at a late stage. Even at the present day, the
plastering of the housewall with clay and the manufacture of pottery
are exclusively the women’s business. These are two very significant
survivals. Our European kitchen-garden, too, is originally a woman’s
invention, and the hoe, the primitive instrument of agriculture, is,
characteristically enough, still used in this department. But the
noblest achievement which we owe to the other sex is unquestionably
the art of cookery. Roasting alone—the oldest process—is one for
which men took the hint (a very obvious one) from nature. It must
have been suggested by the scorched carcase of some animal
overtaken by the destructive forest-fires. But boiling—the process of
improving organic substances by the help of water heated to boiling-
point—is a much later discovery. It is so recent that it has not even
yet penetrated to all parts of the world. The Polynesians understand
how to steam food, that is, to cook it, neatly wrapped in leaves, in a
hole in the earth between hot stones, the air being excluded, and
(sometimes) a few drops of water sprinkled on the stones; but they
do not understand boiling.
To come back from this digression, we find that the slender Nyasa
woman has, after once more carefully examining the finished pot,
put it aside in the shade to dry. On the following day she sends me
word by her son, Salim Matola, who is always on hand, that she is
going to do the burning, and, on coming out of my house, I find her
already hard at work. She has spread on the ground a layer of very
dry sticks, about as thick as one’s thumb, has laid the pot (now of a
yellowish-grey colour) on them, and is piling brushwood round it.
My faithful Pesa mbili, the mnyampara, who has been standing by,
most obligingly, with a lighted stick, now hands it to her. Both of
them, blowing steadily, light the pile on the lee side, and, when the
flame begins to catch, on the weather side also. Soon the whole is in a
blaze, but the dry fuel is quickly consumed and the fire dies down, so
that we see the red-hot vessel rising from the ashes. The woman
turns it continually with a long stick, sometimes one way and
sometimes another, so that it may be evenly heated all over. In
twenty minutes she rolls it out of the ash-heap, takes up the bundle
of spinach, which has been lying for two days in a jar of water, and
sprinkles the red-hot clay with it. The places where the drops fall are
marked by black spots on the uniform reddish-brown surface. With a
sigh of relief, and with visible satisfaction, the woman rises to an
erect position; she is standing just in a line between me and the fire,
from which a cloud of smoke is just rising: I press the ball of my
camera, the shutter clicks—the apotheosis is achieved! Like a
priestess, representative of her inventive sex, the graceful woman
stands: at her feet the hearth-fire she has given us beside her the
invention she has devised for us, in the background the home she has
built for us.
At Newala, also, I have had the manufacture of pottery carried on
in my presence. Technically the process is better than that already
described, for here we find the beginnings of the potter’s wheel,
which does not seem to exist in the plains; at least I have seen
nothing of the sort. The artist, a frightfully stupid Makua woman, did
not make a depression in the ground to receive the pot she was about
to shape, but used instead a large potsherd. Otherwise, she went to
work in much the same way as Salim’s mother, except that she saved
herself the trouble of walking round and round her work by squatting
at her ease and letting the pot and potsherd rotate round her; this is
surely the first step towards a machine. But it does not follow that
the pot was improved by the process. It is true that it was beautifully
rounded and presented a very creditable appearance when finished,
but the numerous large and small vessels which I have seen, and, in
part, collected, in the “less advanced” districts, are no less so. We
moderns imagine that instruments of precision are necessary to
produce excellent results. Go to the prehistoric collections of our
museums and look at the pots, urns and bowls of our ancestors in the
dim ages of the past, and you will at once perceive your error.
MAKING LONGITUDINAL CUT IN
BARK

DRAWING THE BARK OFF THE LOG

REMOVING THE OUTER BARK

 BEATING THE BARK

WORKING THE BARK-CLOTH AFTER BEATING, TO MAKE IT

SOFT

MANUFACTURE OF BARK-CLOTH AT NEWALA

To-day, nearly the whole population of German East Africa is
clothed in imported calico. This was not always the case; even now in
some parts of the north dressed skins are still the prevailing wear,
and in the north-western districts—east and north of Lake
Tanganyika—lies a zone where bark-cloth has not yet been
superseded. Probably not many generations have passed since such
bark fabrics and kilts of skins were the only clothing even in the
south. Even to-day, large quantities of this bright-red or drab
material are still to be found; but if we wish to see it, we must look in
the granaries and on the drying stages inside the native huts, where
it serves less ambitious uses as wrappings for those seeds and fruits
which require to be packed with special care. The salt produced at
Masasi, too, is packed for transport to a distance in large sheets of
bark-cloth. Wherever I found it in any degree possible, I studied the
process of making this cloth. The native requisitioned for the
purpose arrived, carrying a log between two and three yards long and
as thick as his thigh, and nothing else except a curiously-shaped
mallet and the usual long, sharp and pointed knife which all men and
boys wear in a belt at their backs without a sheath—horribile dictu!
[51]
Silently he squats down before me, and with two rapid cuts has
drawn a couple of circles round the log some two yards apart, and
slits the bark lengthwise between them with the point of his knife.
With evident care, he then scrapes off the outer rind all round the
log, so that in a quarter of an hour the inner red layer of the bark
shows up brightly-coloured between the two untouched ends. With
some trouble and much caution, he now loosens the bark at one end,
and opens the cylinder. He then stands up, takes hold of the free
edge with both hands, and turning it inside out, slowly but steadily
pulls it off in one piece. Now comes the troublesome work of
scraping all superfluous particles of outer bark from the outside of
the long, narrow piece of material, while the inner side is carefully
scrutinised for defective spots. At last it is ready for beating. Having
signalled to a friend, who immediately places a bowl of water beside
him, the artificer damps his sheet of bark all over, seizes his mallet,
lays one end of the stuff on the smoothest spot of the log, and
hammers away slowly but continuously. “Very simple!” I think to
myself. “Why, I could do that, too!”—but I am forced to change my
opinions a little later on; for the beating is quite an art, if the fabric is
not to be beaten to pieces. To prevent the breaking of the fibres, the
stuff is several times folded across, so as to interpose several
thicknesses between the mallet and the block. At last the required
state is reached, and the fundi seizes the sheet, still folded, by both
ends, and wrings it out, or calls an assistant to take one end while he
holds the other. The cloth produced in this way is not nearly so fine
and uniform in texture as the famous Uganda bark-cloth, but it is
quite soft, and, above all, cheap.
Now, too, I examine the mallet. My craftsman has been using the
simpler but better form of this implement, a conical block of some
hard wood, its base—the striking surface—being scored across and
across with more or less deeply-cut grooves, and the handle stuck
into a hole in the middle. The other and earlier form of mallet is
shaped in the same way, but the head is fastened by an ingenious
network of bark strips into the split bamboo serving as a handle. The
observation so often made, that ancient customs persist longest in
connection with religious ceremonies and in the life of children, here
finds confirmation. As we shall soon see, bark-cloth is still worn
during the unyago,[52] having been prepared with special solemn
ceremonies; and many a mother, if she has no other garment handy,
will still put her little one into a kilt of bark-cloth, which, after all,
looks better, besides being more in keeping with its African
surroundings, than the ridiculous bit of print from Ulaya.
MAKUA WOMEN