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SCHERMERHORN | DAVIDSON | WOODS
FACTOR | SIMON | MCBARRON | JUNAID
MANAGEMENT 7TH ASIA–PACIFIC EDITION
© John Wiley & Sons Australia, Ltd. Not for resale or distribution. Any unauthorised distribution or use will result in legal action.
Endnotes 156 Forecasting 194
Acknowledgements 158 Contingency planning 195
Scenario planning and contingency
CHAPTER 7 planning 195
Benchmarking 198
Information and decision
Staff planners 199
making 159 Management by objectives 199
Introduction 161 Participation and involvement 200
7.1 Information technology and the Summary 202
new workplace 162 Key terms 202
Work and the virtual office 162 Applied activities 203
How information technology is changing Endnotes 203
organisations 163 Acknowledgements 204
How information technology is changing
business 164 CHAPTER 9
7.2 Information and information systems 165 Strategic management 205
What is useful information? 166
Introduction 206
Information needs of organisations 166
9.1 Sustainable strategic
Developments in information systems 167
competitiveness 207
Decision support systems 167
What is organisational strategy? 207
Information systems and the
Strategic management 208
manager’s job 168
Strategic management goals 208
7.3 Information and decision making 171
9.2 The strategic management process 210
Types of managerial decisions 171
Analysis of mission, values and
Decision conditions 172
objectives 211
How managers approach decisions 173
Analysis of organisational resources and
7.4 The decision-making process 173 capabilities 213
Steps in decision making 173 Analysis of industry and environment 214
Behavioural influences on 9.3 Strategies used by organisations 216
decision making 176
Levels of strategy 216
Individual and group decision making 177
Growth and diversification
Ethical decision making 178 strategies 217
7.5 Knowledge management and Restructuring and divestiture
organisational learning 178 strategies 218
What is knowledge management? 178 Cooperation in business strategies 219
Organisational learning 179 Online strategies 220
Summary 180 9.4 Strategy formulation 220
Key terms 180
Porter’s generic strategies 221
Applied activities 181
Product life cycle planning 222
Endnotes 182
Acknowledgements 183 Portfolio planning 224
Adaptive strategies 225
CHAPTER 8 Incrementalism and emergent
strategy 226
Planning 184 9.5 Strategy implementation 226
Introduction 186 Management practices and
8.1 How and why managers plan 187 systems 226
The importance of planning 187 Corporate governance 227
The planning process 189 Strategic leadership 227
8.2 Types of plans used by managers 191 Summary 229
Short-range and long-range plans 191 Key terms 230
Strategic and tactical plans 192 Applied activities 230
Endnotes 231
Policies and procedures 193
Acknowledgements 233
Budgets and project schedules 193
8.3 Planning tools, techniques and
processes 194
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vi CONTENTS
CHAPTER 10 Information and financial controls 275
Operations management and control 278
Organising 234 Project management and control 279
Introduction 236 Balanced scorecards 280
10.1 Organising as a management MBO: integrated planning and
function 236 controlling 281
What is organisational structure? 237 Summary 282
Formal structure 237 Key terms 282
Informal structure 237 Applied activities 283
Endnotes 283
10.2 Traditional organisation structures 238
Functional structures 238
Divisional structures 240
CHAPTER 12
Matrix structures 241
10.3 Essentials of organisational design 243 Human resource
Bureaucratic designs 244 management 285
Adaptive designs 246
Introduction 287
Virtual designs 246
12.1 Diversity and the importance
10.4 Contingencies in organisational
of people 288
design 247
Why people make the difference 288
Environment 247
The diversity advantage 289
Strategy 248
12.2 HRM 291
Size and life cycle 248
Employment discrimination 291
Human resources 249
Occupational health and safety 293
10.5 Developments in organisation
Industrial relations in the Asia–Pacific
structures 251
region 294
Team structures 251
International HRM 296
Network structures 252
The HRM process 297
10.6 Subsystems design and integration 254
Strategic HRM 297
Subsystem differences 254
12.3 Attracting a quality workforce 298
How to achieve integration 255
The recruiting process 298
10.7 Organising trends 257
Making selection decisions 300
Shorter chains of command 257
12.4 Developing a quality workforce 303
Less unity of command 257
Employee orientation 303
Wider spans of control 258
Training and development 304
More delegation and empowerment 258
Performance management systems 305
Decentralisation with centralisation 259
Purpose of performance appraisal 305
Summary 260
Performance appraisal methods 305
Key terms 261
12.5 Engagement: maintaining a quality
Endnotes 262 workforce 307
Acknowledgements 264 Career development 308
Work–life balance 309
CHAPTER 11 Remuneration and benefits 312
Retention and turnover 314
Controlling 265 Summary 316
Introduction 266 Key terms 316
11.1 Organisational control 267 Applied activities 317
Rationale for controlling 267 Endnotes 318
Steps in the control process 268 Acknowledgements 320
11.2 Types of controls 270
CHAPTER 13
Feedforward controls 271
Concurrent controls 271 Leading 321
Feedback controls 272
Introduction 322
Internal and external control 272
13.1 The nature of leadership 323
11.3 Organisational control systems 273
Leadership and vision 323
Remuneration and benefits 273
Power and influence 324
Employee discipline systems 275
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CONTENTS vii
Ethics and the limits to power 325 14.5 Negotiation 364
Leadership and empowerment 326 Negotiation goals and approaches 364
13.2 Leadership traits and behaviours 326 Gaining integrative agreements 364
Search for leadership traits 327 Avoiding negotiation pitfalls 365
Focus on leadership behaviours 327 Cross-cultural negotiation 366
13.3 Contingency approaches to Ethical issues in negotiation 366
leadership 329 Summary 368
Fiedler’s contingency model 329 Key terms 369
Hersey–Blanchard situational leadership Applied activities 370
model 331 Endnotes 370
House’s path–goal leadership theory 332 Acknowledgements 372
Vroom–Jago leader-participation
CHAPTER 15
model 333
13.4 Issues in leadership development 334 Motivation and
Transformational leadership 335
Emotional intelligence 336
rewards 373
Gender and leadership 337 Introduction 374
Drucker’s ‘old-fashioned’ leadership 337 15.1 What is motivation? 375
Moral leadership 338 Motivation and rewards 375
Summary 340 Rewards and performance 375
Key terms 340 15.2 Content theories of motivation 377
Applied activities 341 Hierarchy of needs theory 377
Endnotes 341 ERG theory 379
Acknowledgements 344 Two-factor theory 379
Acquired needs theory 380
CHAPTER 14 Questions and answers on content
theories 381
Communication and 15.3 Process theories of motivation 382
interpersonal skills 345 Equity theory 382
Introduction 346 Expectancy theory 383
14.1 The communication process 347 Goal-setting theory 385
What is effective communication? 347 Self-efficacy theory 385
Persuasion and credibility in 15.4 Reinforcement theory of motivation 387
communication 348 Reinforcement strategies 388
Barriers to effective communication 348 Positive reinforcement 388
14.2 Improving communication 351 Punishment 389
Transparency and openness 351 Ethical issues in reinforcement 390
Active listening 352 15.5 Motivation and remuneration 390
Body language 352 Pay for performance 391
Constructive feedback 353 Incentive remuneration systems 392
Use of communication channels 353 Summary 395
Key terms 396
Proxemics and space design 355
Technology use 356
Endnotes 396
Valuing culture and diversity 357 Acknowledgements 399
Language and organisational change 357
14.3 Perception 358 CHAPTER 16
Perception and attribution 358
Perceptual tendencies and distortions 359 Individuals, job design
14.4 Communication and conflict and stress 400
management 360 Introduction 401
Consequences of conflict 360 16.1 The meaning of work 402
Causes of conflict 360 Psychological contracts 402
How to deal with conflict 361 Work and the quality of life 403
Conflict management styles 362 16.2 Satisfaction, performance and job
Structural approaches to conflict design 404
management 363 Job satisfaction 405
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viii CONTENTS
Individual performance 407 CHAPTER 18
Job design alternatives 408
16.3 Directions in job enrichment 411 Leading and managing
Core characteristics model 411 change 455
Technology and job enrichment 413 Introduction 457
Questions and answers on job 18.1 Challenges of change 458
enrichment 413
Strategic competitiveness 459
16.4 Alternative work arrangements 414
Continuous innovation 460
The compressed work week 414
Characteristics of innovative
Flexible working hours 414 organisations 461
Job sharing 415 Innovation and industry clusters 462
Telecommuting 416 18.2 Organisational change 464
Part-time and casual work 417 Change leadership 464
16.5 Job stress 418 Models of change leadership 465
Sources of stress 419 Planned and unplanned change 467
Consequences of stress 420 Forces and targets for change 467
Stress management strategies 422 18.3 Managing planned change 468
Summary 424
Phases of planned change 469
Key terms 425
Choosing a change strategy 470
Understanding resistance to change 473
Endnotes 426
Acknowledgements 428 Dealing with resistance to change 474
Managing technological change 474
CHAPTER 17 Virtual organisations 474
18.4 Organisation development 477
Teams and teamwork 429 Organisation development goals 478
Introduction 430 How organisation development works 478
17.1 Teams in organisations 431 Organisation development
Challenges of teamwork 431 interventions 479
Synergy and the usefulness of teams 432 Organisational transformation 481
Formal and informal groups 432 The Prosci® ADKAR® model 482
17.2 Trends in the use of teams 433 18.5 Personal change and career
Committees 433 readiness 483
Project teams and task forces 433 Sustaining career advantage 484
Cross-functional teams 434 Summary 486
Employee involvement teams 434 Key terms 487
Virtual teams 434 Applied activities 488
International teams 436 Endnotes 488
Self-managing work teams 436
17.3 Team processes and diversity 439
CHAPTER 19
What is an effective team? 439
Stages of team development 441 Entrepreneurship and new
Norms and cohesiveness 443
ventures 491
Task and maintenance needs 444
Introduction 493
Communication networks 445
19.1 The nature of entrepreneurship 493
17.4 Decision making in teams 446
Characteristics of entrepreneurs 496
How teams make decisions 446
The role of governments in
Assets and liabilities of group
entrepreneurship 498
decisions 446
19.2 Entrepreneurship and small business 499
Creativity in team decision making 448
Internet entrepreneurship 499
17.5 Leading high-performance teams 448
International business
The team-building process 448
entrepreneurship 501
Team leadership challenges 450
Family businesses 501
Summary 451
Why small businesses fail 502
Key terms 452
Applied activities 452 19.3 New venture creation 503
Endnotes 452 Life cycles of entrepreneurial
Acknowledgements 454 organisations 503
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CONTENTS ix
Writing the business plan 504 Quality management 523
Choosing the form of ownership 505 Statistical quality control 524
Business start-up finance 505 20.4 Work processes 525
19.4 Entrepreneurship and business How to re-engineer core processes 525
development 506 Process-driven organisations 526
Intrapreneurship and large enterprises 506 20.5 Physical factors in the workplace 527
Business incubation 507 Lighting the workplace 527
Summary 508 Ergonomic workstations 527
Key terms 508 Climate control 527
Applied activities 509 Summary 529
Endnotes 509 Key terms 529
Acknowledgements 511 Applied activities 530
Endnotes 530
CHAPTER 20 Acknowledgements 531
Operations and services Case 1 532
management 512 Case 2 535
Introduction 514 Case 3 538
Case 4 540
20.1 Operations management essentials 514
Case 5 544
Productivity 514
Case 6 546
Competitive advantage 515 Case 7 549
Operations technologies 515 Case 8 552
20.2 Value chain management 517 Case 9 555
Value chain analysis 518 Case 10 557
Supply chain management 518 Strategy case 1 560
Inventory management 519 Strategy case 2 567
Break-even analysis 520 Index 572
20.3 Service and product quality 521
Customer relationship management 521
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x CONTENTS
ABOUT THE AUTHORS
John R. Schermerhorn Jr
Dr John R. Schermerhorn Jr is the Charles G. O’Bleness professor of management emeritus in the College
of Business at Ohio University. John earned a PhD in organisational behaviour from Northwestern Univer-
sity, an MBA (with distinction) in management and international business from New York University, and
a BS in business administration from the State University of New York at Buffalo. He previously taught
at Tulane University, the University of Vermont, and Southern Illinois University at Carbondale, where
he also served as head of the Department of Management and associate dean of the College of Business
Administration.
Management educators and students alike know John as the author of several leading international
textbooks, including Exploring Management and Management 13th edition, and as a senior co-author
of Organizational Behavior 13th edition and Core Concepts of Organizational Behavior. John has
also published numerous articles in leading management journals and is a member of the Academy of
Management.
Paul Davidson
Dr Paul Davidson is associate professor of management in the Queensland University of Technology
Business School. He has 40 years’ university teaching experience, and has published more than 100
academic papers and nine books.. He has studied and taught at the University of Queensland, the University
of Birmingham, the University of Geneva, the University of Otago, Stanford University and Southern Cross
University. He has degrees in science (psychology), theology and business administration. In addition, Paul
has consulted and taught nationally and internationally to many public and private sector organisations,
including the Sheraton Hotel Group in Australia and Asia, Royal Dutch Shell in the Netherlands and the
United States, and extensively to the Royal Australian Navy, as a reserve officer. He has been a visiting
professor in management at Reims Management School and Grenoble Graduate School of Business in
France, Jyväskylä Polytechnic in Finland, Euromed Business School at Marseille in France, and at the
University of Texas at Austin in the United States.
His doctoral research was in the area of management education and development, and his current
research and teaching interests are in the development of HR management competencies and international
human resource management, and in project management. Prior to his academic career, Paul was an officer
in the Royal Australian Air Force and a clinical psychologist. Between academic appointments, he has
been chief executive officer of a company with some 650 employees. He was a state councillor (1994–
2007) and president (2000–05) of the Australian Human Resources Institute in Queensland, and chairman
of its National Accreditation Committee (2004–10), as well as being a fellow of the Australian Human
Resources Institute. He is also a fellow of the Australian Institute of Company Directors and has recently
completed 10 years’ service as a director of the Queensland Cancer Council, a major charity for research
and support in cancer treatment.
Peter Woods
Associate Professor Peter Woods is a member the Department of Business Strategy and Innovation, Griffith
Business School and the Director International of the Griffith Business School. His teaching has been
recognised by multiple awards, including the prestigious 2010 Australian Learning and Teaching Council
Award for Teaching Excellence (Internationalisation); Griffith University’s Excellence in Teaching Award
(Business and Law) in 2010; and he was a co-recipient of the Pro-Vice Chancellor’s award for innovation
in 2011. In 2012, he was awarded ‘Brisbane’s Best Lecturer’ by the Golden Key International Honour
Society. Peter has also served as academic fellow at the Griffith Learning Futures, helping academic staff
to improve teaching in the multicultural classroom. He specialises in teaching doing business in the Asia
Pacific, introductory management, intercultural management, and strategic management.
Peter has provided management consulting to multinational corporations, tertiary education institutions,
government agencies and private sector businesses. He has delivered cross-cultural training in Abu Dhabi,
Hong Kong, New Zealand and many Australian cities. Peter is in demand as a keynote conference speaker
internationally and nationally, providing training for tertiary educators in institutions such as the University
of Queensland, University of Canberra, University of Victoria (Wellington, NZ), University of Canterbury
(NZ) and many Indonesian universities. He is a speaker of Mandarin Chinese and Bahasa Indonesia.
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ABOUT THE AUTHORS xi
Prior to joining Griffith University, Peter worked for many years helping to establish non-government
organisations, including the Brisbane’s Multicultural Community Centre. Prior to this, he worked at a
number of hospitals as a supervising medical social worker, specialising in rehabilitation and aged care.
Peter is a member of the Academy of Management and the Griffith Asia Institute. Peter received his
PhD in 2007 after researching ‘Cross-Cultural Performance Management in the Expatriate Context’. His
research interests include cross-cultural management, Chinese leadership, Chinese investment in Africa,
performance management, diversity management, internationalisation of the curriculum and teaching in
the multicultural context. He has received multiple international and Australian awards for his research
and has published in leading international academic journals, including the Journal of Business Ethics and
Information Technology and People.
Aharon Factor
Aharon Factor is an experienced MBA facilitator working on Southern Cross University’s online MBA
program. After extensive academic experience in Australian universities, and working globally in business
consulting, Aharon now works closely with Southern Cross MBA students bringing together theory and
practice. He has also recently established a sustainability consulting firm, Sustainable SME. Aharon has
also completed an Australian Federal government research grant that advised government of the challenges
that small and medium-sized businesses face in becoming environmentally sustainable. In addition, he was
a member of the Australian Academy of Sciences think-tank on climate change. His education began at
Kings College, University of London, and he holds a PhD from the Aarhus Business School, University
of Aarhus (Denmark).
Alan Simon
Dr Alan Simon is a Principles of Management and Effective Communications lecturer at Taylor’s College.
Previously he was an associate professor in management in the University of Western Australia’s Business
School for almost 14 years, and retired in 2017. He has 35 years’ university teaching experience and more
than 80 publications to his credit, including several books and monographs. He has taught introductory
management, managing organisational change, strategic capabilities and organisational success, and
business research methods at Monash University and the University of Western Australia. He has won
Excellence in Undergraduate and Postgraduate Teaching Awards at UWA, and was awarded the Pearson
prize for Australian and New Zealand Academy of Management Educator of the Year in 2012. His
doctorate was awarded by Rhodes University and in it he developed a new method for conducting research.
Alan has consulted widely to industry and government and he worked and consulted for the P&S
Business Consulting Group in Melbourne for many years. He has also delivered several short courses on
management, both in Australia and overseas. His client list, to name a few, includes the Australian Institute
of Management, Barclays Bank, Comcater CCE, CPA Australia, Holden’s Engine Company, Lend Lease,
Main Roads WA, Mercor Consulting and Pioneer Concrete. He was a member of the Australian and New
Zealand Academy of Management and the British Academy of Management for many years before his
semi-retirement.
He has played and coached cricket, rugby union, competition squash and mixed touch rugby. He is also
a boating enthusiast, holding an offshore skipper’s ticket.
Ellen McBarron
Ellen McBarron is a lecturer in management and HR and is based at the Brisbane campus of the Australian
Catholic University. Her background includes 30 years in the finance industry, where she left as a national
training manager in 1999 to move to academia. She has taught at both undergraduate and postgraduate
levels in Burma, Thailand, Hong Kong and China. Ellen is an experienced manager and leader, actively
researching the organisation management of expatriates, and has experience with international HRM,
performance management, social entrepreneurship and refugee employability. She is actively involved
in social justice issues within the university community, and has regular consultancy work with the
Queensland Government and the mining industry. Ellen won a Carrick Award for the development of
a replicable and sustainable model that delivers empowering tertiary education to camp-based refugees.
Fatima Junaid
Dr Fatima Junaid is a lecturer in the School of Management at Massey University’s Business School
situated in Palmerston North, New Zealand. She previously taught at various business schools in Pakistan
for over a decade. She specialises in teaching introductory management and organisational behaviour.
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xii ABOUT THE AUTHORS
Prior to moving to New Zealand, she provided management consulting to large corporate groups in
Pakistan. She has delivered training for public sector employees under the USAID-funded Assessment and
Strengthening Program (ASP). She has also played a key role in developing research skills for employees
working in Afghanistan’s public health sector. She delivers online talks on women’s stress and mental
health that are widely viewed by groups of working women in Pakistan. She fluently speaks Pashto, Urdu
and Hindi.
Fatima has produced key reports on management capabilities in New Zealand. She is currently engaged
in the HR sphere of NZ, as she works on different projects. She has also worked a DISKE member
(Developing Institutional Strategy on Knowledge Exchange) project at im|sciences; supported by the
British Council, Pakistan and University of Southampton, UK.
Fatima received her PhD in 2018. Her research looked at the interplay of job stress and post-traumatic
stress disorder in the context of terrorism, and its effects on employee outcomes. Her opinion pieces
appear regularly in the newspapers. Her most recent project involves understanding the traumatic stressors
in employees working in Christchurch. She is an active researcher, and a reviewer for journals and
conferences.
Jane Tsakissiris
Jane Tsakissiris is a director of HCDsquad Pty Ltd. HCDsquad creates meaningful experiences for their
clients, their clients’ customers, and their clients’ workforce talent.
Her professional experiences cover a broad spectrum of industries and locations. She has worked for
private and public organisations in program management, project management, generalist managerial, con-
sultancy, and business analyst roles. Jane continues to support non-for-profit organisations in Queensland
as a board member.
Jane has degrees and certifications in company directorship, business, ICT, project management, and
education.
Jane’s doctoral research in the QUT School of Civil Engineering and Built Environment Science and
Engineering Faculty investigated student digital experience in a collaborative blended-reality learning
1environment in higher education. Her Masters research investigated how professional identity and self-
interest work together to influence the career choices of the emerging Information and Communications
Technology workforce.
Jane has worked as a sessional lecturer in the QUT Business School and is an Associate Fellow of
the Higher Education Academy. Her published works are in management education, human resource
management education, and technology in higher education. She has presented as an invited speaker at
international conferences in China, as well as in Australia.
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ABOUT THE AUTHORS xiii
APPLICATIONS AT A
GLANCE
The real-world examples in Management, 7th Asia–Pacific edition, have been carefully chosen to include a
balance of small to medium-sized enterprises and larger multinational corporations operating in our region,
and a diverse range of relevant product and service industries.
Chapter Opening vignette Features
1 The contemporary The current McDonald’s goes ‘Glocal’ (globalisation)

workplace Australian workplace
The challenge of managing across cultures
(diversity — Asian)
Routines and processes: the foundations of
organisational capability (counterpoint)
The appeal of the ‘flat’ organisation — why
some firms are getting rid of middle managers
(counterpoint)
2 Historical Looking back to Classical management in the Haier Group

foundations of look forward (innovation — Asian)
management
Blackmores rewards staff with slice of profits
(innovation)
Asia–Pacific leaders value automation
(globalisation — Asian)
Think about your management theories
(counterpoint)
3 Environment and The problem of Interaction through screens replaces face-to-face

diversity workplace diversity contact (technology)
in New Zealand
Carbon taxes and emissions trading schemes
(sustainability)
Dirty money (ethics)
Queensland women motorcycle police beating the
odds (counterpoint)
Diversity and the multicultural organisation in
Singapore (diversity — Asian)
4 International Uber: the good, the Doctors Without Borders (globalisation)

dimensions of bad and the ugly
New challenges to globalisation: Trump, Brexit
management
and China’s ‘One Belt, One Road’ initiative
(counterpoint)
Australia, New Zealand and the United States
(diversity)
Supply and demand of labour — a global
phenomenon (globalisation)
5 Ethical behaviour Using corporate Australia’s most ethical company? (ethics)

and social social responsibility
Bangladesh clothing factories: are they safe now?
responsibility for their own
(ethics)
agenda?
Corporate social responsibility in South-East Asia
(sustainability — Asian)
6 Sustainability Deoderant powers Making events sustainable (sustainability)

cement production
A modern management dilemma (globalisation)
— are you kidding?
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xiv APPLICATIONS AT A GLANCE
7 Information and What are tech The downside of technology and global access
decision making companies doing (globalisation)
about ethical use of
Why algorithms won’t necessarily lead to utopian
data? Not much
workplaces (counterpoint)
8 Planning Planning for Port Planning for corporate social responsibility

Shorts (social responsibility)
BP plans for a greener future (sustainability)
Planning for innovation (innovation)
The absurdity of planning in a rapidly changing
global economy (counterpoint)
9 Strategic Qantas — enduring The future of retailing (globalisation — Asian)

management pain for gain
Why does strategy fail? (counterpoint)
Rising nationalism and business strategy
(diversity)
The ‘gigification’ of disability services (innovation)
10 Organising Does the ‘no Operations base at home or abroad?

manager’ company (globalisation)
really work?
Could downsizing be a good thing? (counterpoint)
Sexual assault and harassment in the workplace
(diversity)
Innovation, rubbish and sustainability
(sustainability)
Apple Park: a specially designed HQ (technology)
11 Controlling Control and Organisation structure as a form of control (social

cryptocurrencies responsibility — Asian)
(Asian)
The Chinese perception of quality (counterpoint
— Asian)
12 Human resource The Google walkout Three business leaders on how older workers can
management is a watershed boost your business (diversity)
moment in 21st
Discrimination at work in Asia
century labour
(counterpoint — Asian)
activism
Is psych testing a great tool or a great
disappointment? (counterpoint)
Working four-day weeks for five days’ pay?
Research shows it pays off (innovation)
The gender pay gap (counterpoint)
13 Leading When leaders fail to When winning at all costs is not winning at all
lead — Australia’s — crisis in the leadership of Cricket Australia
banking sector (counterpoint)
Should the innovator always lead? Elon Musk and
Tesla’s bumpy ride (technology)
Breastfeeding while in charge — the New Zealand
leader who shows the way forward (diversity)
14 Communication and Communication The fragility of organisational reputation

interpersonal skills goes mobile (technology)
Self awareness and staff engagement
(counterpoint)
(continued)
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APPLICATIONS AT A GLANCE xv
15 Motivation and Atlassian’s Glaxo exposed in Chinese scandal

rewards ‘motivate-to- (globalisation — Asian)
innovate’ approach:
PwC and BHP Billiton: creating opportunities for
an Australian
diversity and inclusion (diversity)
success story
Novartis drives motivation and leadership in China
(globalisation — Asian)
The rise of extra benefits in Australia
(counterpoint)
16 Individuals, job Managing stress in Young Chinese workers want sociable hours
design and stress Filipino start-ups (social responsibility — Asian)
Asia–Pacific employees dissatisfied in the
workplace (globalisation — Asian)
The Australian Network on Disability: recognising
disability as a diversity issue (diversity)
Personal analytics emerges in Asia Pacific: an
ethical dilemma (ethics)
Singapore executives keen for flexible work
(social responsibility — Asian)
17 Teams and Team behind Canva Is that Houston? Melbourne tech company
teamwork Australia’s best connects (technology)
workplace awards
Reward the team or the individual? (counterpoint)
Drivers for success at Societe Generate Asia
Pacific (diversity)
18 Leading and How the open First there was a brick, now there’s an iPhone
managing change banking API could (technology)
transform financial
Australia — an innovative country (innovation)
services to benefit
consumers Cryptocurrency to attract a different type of
traveller (counterpoint)
Potential in constraints: finding other avenues to
exploit in a flourishing industry (sustainability)
Chance and fate determine organisational survival
(counterpoint)
‘Dismal’ lack of cultural diversity in leadership
sparks call for targets (diversity)
19 Entrepreneurship Gen Z — the digital Entrepreneurial success stories (innovation)

and new ventures entrepreneurs
Embracing diversity while bridging the divide
between social work and business: the social
entreprenuer (diversity)
Mildura’s first coworking space opens for local
entrepreneurs (technology)
20 Operations Forget siestas, Finding a unique path for Australia’s

and services ‘green micro-breaks’ manufacturing future (sustainability)
management could boost work
Social media success (technology)
productivity
The Internet of Things (technology)
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xvi APPLICATIONS AT A GLANCE
CHAPTER 1
The contemporary
workplace
LEARNING OUTCOMES
After studying this chapter, you should be able to:

1.1 discuss the challenges of the contemporary workplace
1.2 describe what organisations are like in the contemporary world
1.3 understand who managers are and what they do
1.4 describe the management process
1.5 understand how to learn essential managerial skills and competencies.
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OPENING CASE
The current Australian workplace

A decade on from the global financial crisis, today’s
managers and employees continue to face a range
of contentious issues in the workplace. The 2018
Closing the Gap report emphasised continuing
challenges in achieving equality and prosperity for
Indigenous Australians and Torres Strait Islander
peoples, including in education and employment.1
The #MeToo movement, originally exposing work-
place sexual harassment in the United States film
industry, quickly spread to Australian shores. Bank
misconduct and parliamentary leadership spills
caused widespread mistrust in our institutions.2
Environmental issues such as the responsible mining and burning of coal and the use of single-use plastic
bags continue to be debated. But what influence have these scandals and debates had on the Australian
workplace? What values and ideals do they reflect?
Officially, bad behaviour in the workplace will not be tolerated. Australian workplaces are under
unprecedented scrutiny for abuse of power, corruption and improper practice. If stakeholder trust is
compromised or organisations are found to exploit workers or pollute the environment, those in authority
are likely to be held accountable, publicly and quickly.
Unofficially, however, abuse of power and people continues, and the employment relationship is fraught
with complexities. Hierarchy and ‘accepted order’ in organisations is also increasingly under challenge.
Respect for authority is no longer a given, and standards for what constitutes ‘good manners’ and civility
in the workplace are in flux. Workplace bullying is increasingly seen as totally unacceptable, yet still occurs
and is frequently publicised in the media.
Technology in the workplace is seen as both servant and master. We like what it can do for us but not
what it does to us. Some resent its impact on our elusive work–life balance. We like aps in our technology
that make routine tasks easy, but we complain about the flood of emails we have to manage every day.
We are still figuring out how to work with robots.
More than anything, we want a peaceful life that lets us work unhindered by racial, religious, age-based
and gender-based discrimination. Gradually, but too slowly, we are addressing inequality of opportunity.
We believe we are the ‘lucky country’ and the ‘land of the fair go’, but does the reality meet our
expectations? Many Australians pride themselves on their sunny optimism and a ‘she’ll be right’ attitude
— let’s hope they are proven right.
............................................................................................................................................................................
QUESTION
How has the workplace changed in the past 20 years and what are the implications of these changes?
Where are the trends likely to take us in the next 20 years?
Introduction
The 21st century has brought demands for a new workplace — one in which everyone must adapt to
a rapidly changing society with constantly shifting expectations and opportunities. Learning and speed
are in; habit and complacency are out. Organisations are evolving, as is the nature of work itself. The
global economy is sustained by innovation and technology. Even the concept of success — personal and
organisational — is changing as careers take new forms and organisations transform to serve new customer
expectations. Such developments affect us all, offering both unparalleled opportunity and unprecedented
uncertainty. In this age of continuous challenge, a compelling message must be heard by all of us — smart
people and smart organisations create their own futures!3
In the quest for a better future, the best employers share an important commitment to people. Amid
high performance expectations, they offer supportive work environments that allow people’s talents to
be fully used while providing them with both valued rewards and respect for work–life balance. In the
best organisations employees benefit from flexible work schedules, onsite child care, onsite health and
fitness centres and domestic partner benefits, as well as opportunities for profit sharing, cash bonuses and
competitive salaries. In short, the best employers are not just extremely good at attracting and retaining
talented employees. They also excel at supporting them in a high-performance culture workplace so that
their talents are fully used and their contributions highly valued.
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2 Management
Today’s dynamic new workplace also has huge implications for how individuals manage and shape
their careers. Employees are increasingly committed to their own development. Their aim is continuous
improvement in order to optimise their chances of employment. Fewer and fewer employees depend on an
organisation for their identity and they are no longer committed to just one employer.
After studying high-performing companies, management scholars Charles O’Reilly and Jeffrey Pfeffer
concluded that those companies achieve success because they are better than their competitors at getting
extraordinary results from the people working for them. ‘These companies have won the war for talent’,
they say, ‘not just by being great places to work — although they are that — but by figuring out how
to get the best out of all of their people, every day’.4 This, is what Management and your management
course are all about. Both are designed to introduce you to the concepts, themes and directions that are
consistent with the successful management of organisations in today’s high-performance work settings.
As you begin, consider further the challenge posed by the title of O’Reilly and Pfeffer’s book: Hidden
Value: How Great Companies Achieve Extraordinary Results with Ordinary People. Let your study of
management be devoted to learning as much as you can to prepare for a career-long commitment to getting
great things accomplished through working with people.
1.1 Working in today’s economy

LEARNING OUTCOME 1.1 Discuss the challenges of the contemporary workplace.
As painful as the global financial crisis became, we now live and work in a post–global financial crisis
economy, marked by challenging opportunities and dramatic uncertainty.5 It is a networked economy
in which people, institutions and nations are increasingly influenced by the internet and continuing
developments in information and communications technology (ICT).6 Where once the internet was the
key to an exciting future, understood by only a few, it is now expected as a threshold technology and
relied upon routinely by the many. Massive connectivity between systems and people and comprehensive
automation of seemingly all our everyday processes is now simply ‘business as usual’. The new economy
is a global economy whose scope increases daily. The nations of the world and their economies are
increasingly interdependent, and this globalisation generates great challenges as well as opportunities.
The new economy is knowledge-driven. We must all accept that success must be forged in workplaces
reinvented to unlock the great potential of human intelligence. The high-performance themes of the day
are ‘empowerment’, ‘respect’, ‘participation’, ‘flexibility’, ‘teamwork’, ‘creativity’ and ‘innovation’.
Undoubtedly, the new economy is performance driven. Expectations of organisations and their members
are very high. Success is not guaranteed, but must be earned in a society that demands nothing less
than the best from all its institutions. Organisations are expected to continuously excel on performance
criteria that include innovation, concerns for employee development and social responsibility, as well
as more traditional measures of profitability and investment value. When organisations fail, customers,
investors and employees are quick to let them know. For individuals, there are no guarantees of long-
term employment. Jobs are subject to constant change. Increasingly they must be earned and re-earned
every day through performance and accomplishments. Careers are being redefined in terms of ‘flexibility’,
‘skill portfolios’ and ‘entrepreneurship’. Today, it takes initiative and discipline and continuous learning to
navigate one’s own career path. Tomorrow’s challenges are likely to be even greater. What then are some
of the challenges ahead for managers?
Intellectual capital
The dynamic pathways into the future are evident among new benchmarks being set in and by progressive
organisations everywhere. Many will be introduced throughout Management. What will become evident
is that the ultimate foundations of an organisation’s success are its people — what they know, what they
learn and what they do with it. They carry not just the corporate memory, but also represent the firm’s
intellectual capital — defined as the collective brain power or shared knowledge of a workforce that
can be used to create value.7 Indeed, the ultimate elegance of the new workplace may well be its ability
to combine the talents of many people, sometimes thousands of them, to achieve unique and significant
results.
This is the age of the knowledge worker — someone whose mind is a critical resource for employers
and who adds to the intellectual capital of the organisation.8 If you want a successful career in the new
economy you must be willing to reach for the heights of personal competency and accomplishment.
Pdf_Folio:3
CHAPTER 1 The contemporary workplace 3
You must be a self-starter, willing to learn from experience continuously, even in an environment that grows
daily more complex and challenging. To negotiate this environment, we need to have highly developed
‘soft’ skills: the ability to form critical and valuable relationships with stakeholders, and to influence
group behaviour.9
Globalisation
Japanese management consultant Kenichi Ohmae suggested that the national boundaries of world business
have largely disappeared.10 At the very least we can say that they are fast disappearing. Most Honda motor
vehicles are now built in the United States, Volkswagens are built in China and BMWs are built in South
Africa, Thailand, the United States and Germany. Who can state with confidence where their favourite
athletics shoes or the parts for their personal computer were manufactured? Does it matter anyway? More
and more products are designed in one country, their component parts are made in others and the assembly
of the final product takes place in yet another country. Top managers at Apple, Sony and other global
corporations, for example, have no real need for the word ‘overseas’ in everyday business vocabulary. They
operate as global businesses that view themselves as equidistant from customers and suppliers, wherever in
the world they may be located. ‘Overseas’ becomes a permanent state of mind, not a nation state on a map.
With their vast populations and particularly vibrant middle classes, India and China, along with Indonesia
and the Philippines, are likely to become even more significant producers and consumers. Managers in
‘Western’ countries find they need to think globally, act locally, and then incorporate India and China in
any strategic decision.
This is part of the force of globalisation, the worldwide interdependence of resource flows, product
markets and business competition that characterises our new economy.11 In a globalised world, countries
and peoples are increasingly interconnected through the news, in travel and lifestyles, in labour markets and
employment patterns, and in business dealings. Government leaders now worry about the competitiveness
of nations just as corporate leaders worry about business competitiveness.12 The world is increasingly
arranged in regional economic blocs, with North and Latin America, Europe and the Asia–Pacific region
as key anchors, and with Africa yet to claim its economic potential. Like any informed citizen, we must
understand the forces of globalisation and be prepared to participate in it.
GLOBALISATION
McDonald’s goes ‘Glocal’

McDonald’s has long been demonised by anti-
globalisation activists. They allege that it crushes
national cuisines and independent, family-run
restaurants with the juggernaut of United States
fast-food, corporate imperialism. In reality, its
global strategy is a careful blend of global stan-
dardisation and local adaptation.
McDonald’s menus feature an increasing number
of locally developed items. These include:
• Australia: Gourmet Angus Truffle and Cheese,
English Brekkie Wrap and Frozen Coke
• France: Croque McDo and Le Blue Cheese and
Bacon Burger
• Hong Kong: Mixed Veggies and Egg, Mini Twisty Pasta and Mango Layer Cake
• India: McSpicy Paneer and McAloo Wrap
• Saudi Arabia: McArabia Kofta and McArabia Chicken
• Switzerland: Quinoa Curry and Ovomaltine
• United Kingdom: So Simple Apple and Cherry Porridge, Fish Fingers, Peri Peri Snack Wrap, Cadbury
Crunchie McFlurry
• United States: Sausage Burrito, Maple Bacon Dijon with Artisan Grilled Chicken and Fruit and Yoghurt
Parfait.
There are differences too in restaurant decor, service offerings (e.g. home delivery in certain countries)
and market positioning (outside the United States, McDonald’s is more upmarket). In Israel, most
McDonald’s are kosher: there are no dairy products and it is closed on Saturday. In India, neither beef nor
pork is served. In Germany, France and Spain, McDonald’s serves beer. A key reason that most non-US
outlets are franchised is to facilitate adaptation to national environments and access to local know-how.
Pdf_Folio:4
4 Management
Yet the core features of the McDonald’s strategy are identical throughout the world. McDonald’s values
and business principles are seen as universal and invariant. Its emphasis on families and children is
intended to identify McDonald’s with fun and family life wherever it does business. Community involvement
and the Ronald McDonald children’s charity are also worldwide. Corporate trademarks and brands are
mostly globally uniform, including the golden arches logo and ‘I’m lovin’ it’ tag line. The business system
itself — franchising arrangements, training, restaurant operations and supplier relations — is also highly
standardised.
The company’s international strategy has changed from adapting its United States model to local
conditions to seeking and encouraging local innovation everywhere, then using its global network to
transfer promising concepts more widely. McCafés, gourmet coffeehouses within McDonald’s restaurants,
were first developed in Australia in 1993. By 2013, McCafés were operating in 30 countries. Growing
concern over nutrition and obesity has accelerated McDonalds’ reliance upon country initiatives to drive
global learning.
Has McDonald’s got the balance right between global standardisation and local adaptation? Simon
Anholt, a British marketing expert, argues: ‘By putting local food on the menu, all you are doing is removing
the logic of the brand, because this is an American brand. If McDonald’s serves what you think is a poor
imitation of your local cuisine, it’s going to be an insult’. But according to McDonald’s CEO Jim Skinner:
‘We don’t run our business from Oak Brook, USA. We are a local business with a local face in each country
we operate in’. Chief marketing officer, Mary Dillon, adds: ‘Globally we think of ourselves as the custodian
of the brand, but it’s all about local relevance.’
............................................................................................................................................................................
QUESTION
Thinking about the challenges of managing in a fast-moving multinational environment, how will the
manager of tomorrow be successful? We can and should learn from the past, but what can we learn
from the future? Where is it taking us?
Technology
The global economy is not the only beneficiary of developments in new technology. Who has not been
affected by the internet? Those who are not willing to become a participant in the exploding world of ICT
will be left behind. It is a mandatory requirement in the contemporary workplace.
We now live in a technology-driven world dominated by interactive technologies that are compact,
visually appealing and versatile — offering users conveniences such as remote internet access at the click
of a button. Computers allow organisations of all types and sizes, locally and internationally, to speed
transactions and improve decision making.13 From the small retail store to the large multinational firm,
technology is an indispensable part of everyday operations — whether you are managing the inventory,
making a sales transaction, ordering supplies or analysing customer preferences. Recently, scanning
technologies have become integral to streamlining operations for many businesses.
Local and international governments increasingly take advantage of the internet. When it comes to
communication — within the many parts of an organisation or between the organisation and its suppliers,
customers and external constituents — geographical distances hardly matter anymore. Computer-based
networking can bring together almost anyone from anywhere in the world at the touch of a keyboard.
People in remote locations can hold meetings, access common databases, share information and files in
real time, and make plans and solve problems together — all without ever meeting face to face.
As the pace and complexities of technological change accelerate, the demand for knowledge workers
with the skills to use technology to full advantage is increasing. The information-based economy is
dramatically changing employment. The fastest growing occupations are computer-related. Workers with
ICT skills are in demand — low-skill workers displaced from declining industries find it difficult to find
new jobs offering adequate pay. In a world where technological change is occurring at an accelerating rate,
computer literacy must be mastered and continuously developed as a foundation for career success. For
example, around 90 per cent of Australia and New Zealand’s population are internet users. The percentages
are similarly high in Hong Kong and Singapore, with 80 and 82 per cent respectively.14
Diversity
Along with many other countries in the world, the populations of both Australia and New Zealand are
ageing, due to people having fewer children and generally living longer than in past generations. Consider
this fact: currently, about 1 in 10 people in both countries are aged over 65. By 2050, there will be as
Pdf_Folio:5
many people aged over 65 in both countries as there are people between 15 and 40.15 The Australian
workforce consists of a large proportion of employees aged over 45 years. The global financial crisis has
severely impacted superannuation funds, so much so that many pre-retirees have deferred their retirement,
and many who have retired have sought to rejoin the workforce. Consequently, as increasing numbers
of the workforce belong to older age groups, it could be expected that age could become an important
basis for the development of diversity management initiatives. However, research on 7500 Australian
companies has found that less than one in three firms are attempting to attract mature-age workers.16
This is surprising in view of the benefits when older workers are employed: more taxes are paid, wisdom
and experience are contributed to the workplace, and productivity increases. Without an increase in the
participation rate by mature-age workers, the burden on the public purse of pensions and healthcare
will increase steeply, perhaps to unaffordable levels. At the Older Australians At Work Summit, the
Age Discrimination Commissioner, Susan Ryan, stated: ‘Rather than inflicting an intolerable burden
on the declining proportion of taxpaying workers aged less than 60 years, we can spread the load by a
straightforward change: by lengthening the working life of all Australians’.17 Furthermore, it was reported
that:
Increasing employment of older people will have extraordinary benefits. An increase of 5 per cent in paid
employment of Australians over the age of 55 would boost the economy by $48 billion... each year. Such
a change presents opportunities for businesses as well. As a cohort, older Australians are diverse, talented,
energetic, and willing to work.18
The term workforce diversity is used to describe the composition of a workforce in terms of differences
among the members.19 These differences include gender, age, race, ethnicity, religion, sexual orientation
and able-bodiedness. In Australasia the legal context of human resource management is very strict in
prohibiting the use of demographic characteristics for staffing decisions such as hiring and promotion.
However, discrimination against older employees continues in some sectors. Australasian organisations
have been reluctant to hire older staff in spite of evidence to indicate that beliefs in their lessened capacity
are false. Similarly, other forms of discrimination persist, despite laws designed to prevent them. This is
discussed in later chapters.
The issues of managing workforce diversity extend beyond legal considerations. Today’s increasingly
diverse and multicultural workforce offers great opportunities with respect to potential performance
gains.20 By ‘valuing diversity’ organisations can tap into a rich talent pool and help people work to their
full potential. But what does this really mean? It should mean ‘enabling every member of your workforce
to perform to his or her potential’. A vice-president at Avon once posed the challenge of managing
diversity this way: ‘consciously creating an environment where everyone has an equal shot at contributing,
participating, and most of all advancing’.21 Although easy to say, meeting social responsibilities to truly
value diversity has proven difficult to accomplish. Even though progress in equal opportunity continues to
be made, lingering inequalities remain in the workplace. Not only will the composition of the workforce
change in the future, but the nature of the relationships people have with organisations will also continue
to change. The past two decades have been characterised by an upward trend in all types of non-standard
forms of employment. There has been an increase in casual work, temporary work, outsourcing and
offshoring, the use of agencies and other labour-market intermediaries. Given the continuing need for
organisations to respond quickly in the marketplace, it could be expected that these forms of flexible
employment will increase. Differences in approaches to pay, conditions of employment and opportunities
for development are ready examples of the inequality this can involve.22 Diversity bias can still be a limiting
factor in too many work settings. Managing a diverse workforce needs to take into account the different
needs of members of different identity groups.
Prejudice, or the holding of negative, irrational opinions and attitudes regarding members of diverse
populations, sets the stage for diversity bias in the workplace. This bias can take the form of discrimination
that actively disadvantages people by treating them unfairly and denying them the full benefits of
organisational membership. It can also take the form of any barrier or ‘ceiling’ that prevents people from
rising above a certain level of organisational responsibility. Researcher Judith Rosener suggests that the
organisation’s loss is ‘undervalued and underutilised human capital’.23
Pdf_Folio:6
6 Management
DIVERSITY
The challenge of managing

across cultures
Managing in a transnational environment is a
significant challenge for organisational leaders in
multinational corporations. Managing across cul-
tures is never easy, and undertaking international
leadership roles can be particularly difficult. Global
supply chains, marketing strategies and human
resource management approaches require con-
stant coordination and fine-tuning. Whether you
wish to lead a global corporation one day, or simply
hope to develop international leadership skills, an
expatriate assignment can provide an array of new
skills and experiences.
A survey of 300 Australian general managers found that the traditional highly individualistic, consul-
tative Australian leadership style is inappropriate when transferred to the hierarchical, group-oriented
cultures of many Asian countries. A global mindset is required in which managers adapt their style to the
cultures in which they operate. This mindset can be developed through regular exposure to the business
cultures of Asia–Pacific, and an international assignment is one obvious way to achieve this. Undertaking
international management and cross-cultural studies in university is also highly recommended.
Workers in Asian countries can often be expected to show great respect to seniors and those in
authority. In contrast, in Western cultures such as in Australia and New Zealand, workers may be expected
to emphasise self-interests more than group loyalty. Outsiders may find that the workplaces in more
‘masculine’ societies, such as Japan, display more rigid gender stereotypes. Also, corporate strategies in
organisations with more long-term cultures are likely to be just that — more long-term oriented. Potential
reasons for these phenomena are discussed in relation to the well-known international study conducted
by Geert Hofstede in the chapter on the international dimensions of management.24
............................................................................................................................................................................
QUESTION
By definition, cultures are different from each other, with differing values, attitudes, feelings and
behaviours. Is it possible to have an approach to management that flies over all these differences, like
a one-size-fits-all theory that’s infinitely adaptable?
Ethics
When a well-known business executive goes to prison for some corporate misdeed, we notice. When a
major environmental catastrophe occurs because of a business misdeed, we notice. In 2015, Volkswagen
famously admitted to systematic fraud by deliberately installing software in 11 million of its diesel cars to
allow them to pass emissions tests. Once the cars were out of the testing laboratory the software deactivated
their controls and the engines spewed fumes at up to 40 times the permitted level.25 The Volkswagen CEO,
Martin Winterkorn, resigned but the reputational and financial damage to the company was immense.
His departure from Volkswagen in 2018, though with $6.5 million performance pay undiminished by the
scandal, raised ethical questions about the conduct of the formerly highly respected German automobile
manufacturer.
Increasingly, we notice the ‘moral’ aspects of the everyday behaviour of organisations, their executives
and employees.26 Society is becoming strict in its expectation that social institutions conduct their affairs
according to high and transparent moral standards. A global recession, coupled with a spate of corporate
failures, poor corporate governance and the apparent indifference of some businesspeople to shareholders,
employees and local communities are reasons for some businesses’ poor image. Add to this a negative
reaction to globalisation, cost-cutting and the gap between the wages of workers and those of senior
executives, and a bleak picture emerges regarding the image of Australian big businesses.27 These issues
have also put the spotlight on the quality and moral standards of Australian boards and managers. Equally,
the collapses of financial services organisations in and after the turmoil of the global financial crisis
has raised serious questions about management incompetence, greed, corruption and CEO remuneration;
indeed, about corporate ethics generally.
Pdf_Folio:7
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no related content on Scribd:
“shouldn’t we dominate the East? You mean to tell me you’d let a
bunch of Japs do it?” Cuthwright thumped the table. “And you said
the United States should boycott Italy if it invades Ethiopia. What in
hell is it our business if they go down and fight those niggers? And
where are we to sell our goods if you communists close up all the
foreign markets? I suppose you’d let England sell guns and stack
ours up in the Metropolitan Museum! Well, do you deny any of those
statements?”
“No.”
“All right, Jameson, we’ll have to ask for your resignation.”
Jameson was very pale now but his gaze was unwavering. “For
more than twenty years I’ve lived here and taught here.”
“I know, I know, Jameson. We’re sorry about it. But our duty—what
you don’t understand, Jameson, is that the welfare of the State is
greater than that of any individual. You didn’t use to be a
communist.”
“And I’m not one now.”
“Well, any man can hide behind a definition. Anyway....”
John Benton wondered afterwards why he did not speak up in
defense of his colleague. “I’m a coward,” he told his wife. He paced
the room, agitated. “I’m a coward!” he cried. “I can see it now!” And a
week later, when the local paper again called him a communist and
demanded in a long editorial that he resign from the board, he shook
all over. He felt the nameless dread of his youth. And when his fellow
trustees called him into conference behind a locked door, he
trembled with anxiety and turned to them a face as white as death.
They asked for his resignation. They asked if he had anything to say.
He looked at them and every one of them, it seemed to him, was a
man at ease, plump, secure, certain. He rose to his feet. “Yes,” he
said, his voice shaking, “I have something to say. It’s perhaps the
last thing I’ll ever say. Yes, I want to say that I fought in the last war. I
know a lot of men who fought in the last war. Where are they? Dead
—like Harlan and Roscoe and Ainsworth.” He licked his dry lips. He
placed hands on a table to steady his shaking frame. “But you didn’t
fight in that war. Did you?—did you?—or you? No, you’re
Goddamned right you didn’t! But I did. And I was not a coward,
either!” His voice was a little wild now. “I was decorated for bravery,
wasn’t I? Wasn’t I?” he demanded, with humorless tragic pride. “And
I came back and hated war and I spoke against war, and what did
you do to me? What did this town do to me? I’ll tell you: it made a
street bum out of me. You did! You’re liars if you say you didn’t. A
street bum—a drunkard—a fool, because I hated war and spoke
against war. And then,” he said, his face awful in its white anguish,
“then I favored war, I did, and—and you turned against me again. I
couldn’t please you,” he said, with dry choked bitterness. “Just like
Jameson couldn’t—nobody can, nobody! Nobody,” he said. “And
then—then I preached peace and you liked me and I had friends and
I liked to preach peace and I was happy. I had friends. Everyone was
my friend: you—and you. Everyone,” he said, proudly. “Everyone.
But now—now nobody speaks to me and they call me a communist,
and I’m not a communist, but nobody can please you. I can’t,
Jameson couldn’t, nobody could.” His voice fell almost to a whisper,
anguished and tragic and hopeless. “I fought in that war and I was
decorated for bravery and I’ve tried to make everyone like me. But
nobody can please men like you! You don’t want war and you don’t
want peace and—nobody!” he cried, wildly. His mind darkened and
there was something terrible in his eyes now. He advanced a little,
his body shaking. “I—you—” he said. The muscles in one cheek
twitched. “I fought in that war and I was decorated!” He leaned
forward, searching their faces with dark and unreasoning eyes,
searching for friendliness and goodwill. “Three nations decorated me
for bravery,” he said. He hesitated, groping, lost. Then he smiled and
his smile was more chilling than his words. “I—” He stopped, trying
to understand. “I’d fight again,” he said, softly, terribly. He laughed,
and the trustees rose and backed away from him. “I’d fight again,” he
said, softly, terribly, advancing toward them. “Honest!” he declared,
clenching his lean hands. The knuckles on his hands were as white
as his mouth. “I’d fight again,” he said.
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Full Download Ebook Ebook PDF Management 7th Asia Pacific Edition by John R Schermerhorn PDF

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Asia-Pacific Edition by John R.

MANAGEMENT 7TH ASIA–PACIFIC EDITION

ABOUT THE AUTHORS xi

xii ABOUT THE AUTHORS

ABOUT THE AUTHORS xiii

Chapter Opening vignette Features

1 The contemporary The current McDonald’s goes ‘Glocal’ (globalisation)

2 Historical Looking back to Classical management in the Haier Group

3 Environment and The problem of Interaction through screens replaces face-to-face

4 International Uber: the good, the Doctors Without Borders (globalisation)

5 Ethical behaviour Using corporate Australia’s most ethical company? (ethics)

6 Sustainability Deoderant powers Making events sustainable (sustainability)

xiv APPLICATIONS AT A GLANCE

8 Planning Planning for Port Planning for corporate social responsibility

9 Strategic Qantas — enduring The future of retailing (globalisation — Asian)

10 Organising Does the ‘no Operations base at home or abroad?

11 Controlling Control and Organisation structure as a form of control (social

14 Communication and Communication The fragility of organisational reputation

15 Motivation and Atlassian’s Glaxo exposed in Chinese scandal

19 Entrepreneurship Gen Z — the digital Entrepreneurial success stories (innovation)

20 Operations Forget siestas, Finding a unique path for Australia’s

xvi APPLICATIONS AT A GLANCE

After studying this chapter, you should be able to:

The current Australian workplace

1.1 Working in today’s economy

CHAPTER 1 The contemporary workplace 3

McDonald’s goes ‘Glocal’

CHAPTER 1 The contemporary workplace 5

The challenge of managing

CHAPTER 1 The contemporary workplace 7

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