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MANAGEMENT 16E
Stephen P. Robbins
San Diego State University
Mary Coulter
Missouri State University
Lori K. Long
Baldwin Wallace University
To my wife, Laura
Steve
To my husband, Ron
Mary
To David, Henry, & Emerson

Lori
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Library of Congress Cataloging-in-Publication Data

Library of Congress Control Number: 2023922765
ScoutAutomatedPrintCode
ISBN 10: 0-13-809064-5

ISBN 13: 978-0-13-809064-7
Brief Contents
Preface xxi
Acknowledgments xxx
Part 1 Introduction to Management 1

Chapter 1: Managers and You in the Workplace 1
Chapter 2: The Evolution of Management 21
Chapter 3: Making Decisions 46
Part 1 Management Practice 68
Part 2 Basics of Managing in Today’s Workplace 71

Chapter 4: Influence of the External Environment and the Organization’s Culture 71
Chapter 5: Diversity, Equity, and Inclusion 93
Chapter 6: Managing in a Global Environment 122
Chapter 7: Managing Social Responsibility and Ethics 144
Part 3 Planning 176

Chapter 8: Foundations of Planning 176
Chapter 9: Managing Strategy 195
Entrepreneurial Ventures Module 219
Part 4 Organizing 236

Chapter 10: Designing Organizational Structure 236
Chapter 11: Managing Human Resources 262
Chapter 12: Managing Change and Innovation 290
Part 5 Leading 321

Chapter 13: Understanding and Managing Individual Behavior 321
Chapter 14: Motivating Employees 354
Chapter 15: Managing Groups and Teams 385
Chapter 16: Being an Effective Leader 409
Chapter 17: Managing Communication 441
Part 6 Controlling 465

Chapter 18: Management Control 465
Planning and Control Techniques Module 493
Managing Operations Module 507
Glossary 522 • Name Index 534 • Organization Index 547 • Subject Index 550
iii
Contents
Preface xxi
Acknowledgments xxx
Part 1 Introduction to Management 1
Chapter 1: Managers and You in the Workplace 1

Who Are Managers, and Where Do They Work? 1
Who Is a Manager? 2
Where Do Managers Work? 3
Why Are Managers Important? 4
Management Versus Managers 4
What Is Management? 4
What Do Managers Do? 5
Managerial Challenges Today and into the Future 7
Focus on Remote or Hybrid Work 7
Focus on Technology 8
Focus on Employee Well-Being 8
What Careers Are in Management? 10
What Skills Do Managers Need? 10
Why Study Management? 11
The Universality of Management 11
The Reality of Work 12
Gaining Insights into Life at Work 12
Boxed Features
Learning from Failure: Successful Managers Learn from Their Failures 9
Workplace Confidential: Dealing with Organizational Politics 13
Preparing For: Exams/Quizzes 14
Chapter Summary by Learning Objectives 14
Review and Discussion Questions 15
Preparing For: My Career 15
Ethics Dilemma 15
Skill Exercise: Developing Your Skills as a Manager 15
Working Together: Team Exercise 16
My Turn to Be a Manager 16
Case Application 1: Working with Artificial Intelligence 17
Case Application 2: Nike: Taking Customer Focus to a New Level 18
iv
Contents v
Chapter 2: The Evolution of Management 21

Early Management 22
Classical Approaches 24
Scientific Management 24
General Administrative Theorists 26
Social-Person Approaches 28
The Early Advocates 29
The Human Relations Movement 31
Behavioral Science Theorists 32
Quantitative Approach 33
Putting the Quantitative Approach into Perspective 34
Systems and Contingency Approaches 34
Systems Approach 34
Contingency Approach 35
Recent History 36
The New Industrial Revolution: Technology and Computerization 36
Globalization 37
Sustainability and the ESG Movement 37
Boxed Features
Learning from Failure: Learning from Failing Start-up Businesses 29
Workplace Confidential: Looking Back to Move Forward 38
Ethics Dilemma 41
Skill Exercise: Developing Your Skills as a Manager 41
Case Application 1: Uber’s CEO Gets Behind the Wheel 42
Case Application 2: Managers Still Need to Be Data-Driven 43
Chapter 3: Making Decisions 46

The Decision-Making Process 46
Step 1: Identify a Problem 47
Step 2: Identify Decision Criteria 47
Step 3: Allocate Weights to the Criteria 47
Step 4: Develop Alternatives 48
Step 5: Analyze Alternatives 48
Step 6: Select an Alternative 48
Step 7: Implement the Alternative 48
Step 8: Evaluate Decision Effectiveness 49
Approaches to Decision Making 49
Rationality 50
Bounded Rationality 50
vi Contents
Intuition 51
Evidence-Based Management 52
Types of Decisions 52
Structured Problems and Programmed Decisions 52
Unstructured Problems and Nonprogrammed Decisions 53
Comparing Decision Types 54
Decision-Making Styles 54
Decision-Making Biases and Errors 56
Using Technology to Improve Decision Making 58
Big Data 59
Artificial Intelligence 59
Machine Learning and Analytics 60
Technology and Human Judgment 60
Boxed Features
Learning from Failure: James Dyson: A Man of a Thousand Failures 55
Workplace Confidential: Making Good Decisions 58
Ethics Dilemma 62
Skills Exercise: Select the Best Alternative Decision-Making Skills 63
Case Application 1: Making Decisions with Bad Data 64
Case Application 2: A Major League Baseball Rule Change 65
Part 1: Management Practice 68

Continuing Case: Starbucks—Introduction 68
Practice Your Data Analysis Skills 70
Part 2 Basics of Managing in Today’s Workplace 71
Chapter 4: Influence of the External Environment

and the Organization’s Culture 71
The Manager: Omnipotent or Symbolic? 71
The Omnipotent View 72
The Symbolic View 72
Reality Suggests a Synthesis 72
The External Environment: Constraints and Challenges 73
Defining the Environment and Environmental Uncertainty 73
Monitoring the General Environment 74
The Specific Environment 75
Managing the Environment 77
Contents vii
Organizational Culture: Guiding Employee Behavior 78

What Is Organizational Culture? 78
Strong Cultures 79
Where Culture Comes From and How It Continues 80
How Culture Is Sustained 81
Remote Work and Culture 84
How Culture Affects Managers 85
Boxed Features
It’s Your Career: Reading an Organization’s Culture: Find One That Is a Right Fit for You 82
Workplace Confidential: Adjusting to a New Job or Work Team 83
Ethics Dilemma 87
Skill Exercise: Developing Your Environmental Scanning Skill 87
Case Application 1: Environmental Uncertainty at HBO 89
Case Application 2: Organizational Culture at Vice Media 90
Chapter 5: Diversity, Equity, and Inclusion 93

Diversity, Equity, and Inclusion in the Workplace 94
What Are Diversity, Equity, and Inclusion in the Workplace? 94
Benefits of a Diverse, Equitable, and Inclusive Workplace 95
The Changing Workplace 97
Characteristics of the US Population 97
What About Global Workforce Changes? 99
Types of Workplace Diversity 100
Age 100
Gender 101
Race and Ethnicity 102
Disabilities 102
Religion 103
LGBTQ+: Sexual Orientation and Gender Identity 104
Socioeconomic Status 104
Challenges in Managing Diversity 105
Personal Bias 105
Glass Ceiling 105
Pay Inequities 107
Workplace Diversity, Equity, and Inclusion Initiatives 107
Top Management Commitment to DEI 108
Mentoring 108
DEI Training 108
Employee Resource Groups 110
Measuring and Reporting on DEI Initiatives 110
viii Contents
Boxed Features
Workplace Confidential: Working in a Diverse Environment 98
Learning from Failure: Denny’s Answer to Its Diversity Problem 109
Ethics Dilemma 112
Skills Exercise: Developing Your Valuing Diversity Skill 113
Case Application 1: Gusto: Making a Difference in Gender Diversity 115
Case Application 2: Bring in Diversity . . . and Then What? 116
Chapter 6: Managing in a Global Environment 122

Clarifying Terminology 122
A Brief History of Globalization 123
The Case For and Against Globalization 126
The Win-Win Argument 126
The Downside of Globalization 127
Globalization Today 128
What Does This Mean for Managers? 128
Different Types of International Organizations 128
How Organizations Go International 129
Managing in a Global Environment 131
The Political/Legal Environment 131
The Economic Environment 131
The Cultural Environment 132
Boxed Features
It’s Your Career: Developing Your Global Perspective—Working with People from Other Cultures 133
Workplace Confidential: Succeeding in a Remote Job 136
Ethics Dilemma 139
Skills Exercise: Developing Your Collaboration Skill 139
Case Application 1: Glencore: Conducting Business in Countries Where Others Might Not 140
Case Application 2: Lululemon Power of Three × 2 Growth Strategy 141
Chapter 7: Managing Social Responsibility and Ethics 144

What Is Social Responsibility? 145
Two Opposing Views 145
From Obligations to Responsiveness to Responsibility 146
Contents ix
Social Responsibility and Economic Performance 148

Corporate Philanthropy 148
Green Management and Environmental Sustainability 149
How Organizations Go Green 149
Reporting Social Responsibility and Sustainability 150
ESG Reporting 150
Managers and Ethical Behavior 151
Factors That Determine Ethical and Unethical Behavior 152
Ethics in an International Context 155
Artificial Intelligence and Ethics 156
Encouraging Ethical Behavior 157
Employee Selection 157
Codes of Ethics 158
Leadership at the Top 158
Job Goals and Performance Appraisal 158
Ethics Training 158
Ethics Officer or Committee 159
Protecting Whistle-Blowers 159
Boxed Features
Learning from Failure: From Greenwashing to Electric Cars 157
Workplace Confidential: Balancing Work and Personal Life 160
Ethics Dilemma 163
Skills Exercise: Developing Your Trust Building Skill 163
Case Application 1: Chobani: A Different Kind of Yogurt Company 165
Case Application 2: Every Kid Fed: Addressing Childhood Hunger Through Social Entrepreneurship 166

Continuing Case: Starbucks—Basics of Managing in Today’s Workplace 170
Part 3 Planning 176
Chapter 8: Foundations of Planning 176

The What and Why of Planning 176
What Is Planning? 176
Why Do Managers Plan? 177
Planning and Performance 177
Types of Plans 178
Strategic versus Operational Plans 178
Short-Term versus Long-Term Plans 178
x Contents
Specific versus Directional Plans 179

Single-Use versus Standing Plans 179
Static versus Scenario Plans 180
Contingency Factors in Planning 180
Level in the Organization 180
Degree of Environmental Uncertainty 181
Length of Future Commitments 181
Objectives: The Foundation of Planning 182
Stated versus Real Objectives 182
Traditional Objective Setting 183
Management by Objectives 184
Contemporary Issues in Planning 185
Environmental Scanning 185
Using Artificial Intelligence to Support Planning 187
Boxed Features
It’s Your Career: Planning Your Time 181
Workplace Confidential: When You Face a Lack of Clear Directions 186
Ethics Dilemma 189
Skills Exercise: Making a To-Do List That Works and Using It 190
Case Application 1: Johnson Controls Using OpenBlue to Reach Net Zero 191
Case Application 2: Living Up to Goals at Tesla 192
Chapter 9: Managing Strategy 195

What Is Strategic Management, and Why Is It Important? 196
Defining Strategic Management 196
Why Is Strategic Management Important? 196
Supporting the Strategic Management Process 197
The Strategic Management Process 198
Step 1: Start with Purpose: Identifying the Organization’s Current Mission 198
Step 2: SWOT Analysis 198
Step 3: Formulating Strategies 200
Step 4: Implementing Strategies 200
Step 5: Evaluating Results 200
Corporate Strategies 201
What Is Corporate Strategy? 201
What Are the Types of Corporate Strategy? 202
How Are Corporate Strategies Managed? 204
Competitive Strategies 205
The Role of Competitive Advantage 205
Sustaining Competitive Advantage 205
Examples of Differentiation Strategies 207
Contents xi
Boxed Features
It’s Your Career: Learning Your Strengths and Weaknesses 201
Workplace Confidential: Developing a Career Strategy 203
Ethics Dilemma 211
Skills Exercise: Developing Your Business Planning Skill 211
Case Application 1: Nvidia’s Gaming and AI Strategy 213
Case Application 2: Saving Lives Through Strategy at RapidSOS 214
Entrepreneurial Ventures Module 219

The Context of Entrepreneurship 219
What Is Entrepreneurship? 219
Why Is Entrepreneurship Important? 219
The Entrepreneurial Process 220
What Do Entrepreneurs Do? 220
Social Entrepreneurship 221
Side Hustles: A Hybrid Path to Entrepreneurship 221
Start-Up and Planning Issues 222
Identifying Opportunities 222
Researching the Venture’s Feasibility: Ideas 222
Researching the Venture’s Feasibility: Competitors 223
Researching the Venture’s Feasibility: Financing 223
Planning: Developing a Business Model 224
Organizing Issues 225
Legal Forms of Organization 225
Organizational Design and Structure 227
Human Resource Management 228
Leading Issues 228
Entrepreneurial Mindset 228
Personality Characteristics of Entrepreneurs 228
The Entrepreneur as Leader 229
Control Issues 230
Potential Control Problems and Actions 230
Exiting the Venture 230

Continuing Case: Starbucks—Planning 233
xii Contents
Part 4 Organizing 236
Chapter 10: Designing Organizational Structure 236

Six Elements of Organizational Design 237
Work Specialization 237
Departmentalization 238
Chain of Command 240
Span of Control 240
Centralization and Decentralization 242
Formalization 243
Mechanistic and Organic Structures 244
Contingency Factors Affecting Structural Choice 245
Strategy and Structure 245
Size and Structure 245
Technology and Structure 245
Environmental Uncertainty and Structure 246
Traditional Organizational Design Options 246
Simple Structure 247
Functional Structure 247
Divisional Structure 247
Organizing for Flexibility in the Twenty-First Century 248
Team Structures 248
Matrix and Project Structures 248
The Virtual Organization 249
Offering Flexibility for Today’s Workforce 249
Remote Work 250
Flexible Work Schedules 250
The Contingent Workforce 252
Implications for Managers 253
Boxed Features
Workplace Confidential: Coping with Multiple Bosses 241
Learning from Failure: Return to Office? Workers Say No Way! 251
Ethics Dilemma 255
Skills Exercise: Developing Your Acquiring Power Skill 255
Case Application 1: Making a Flat Organization Work at Punchkick 257
Case Application 2: Life as a Digital Nomad in Foreign Cities 258
Chapter 11: Managing Human Resources 262

Why Managing Human Resources Is Important 262
The Human Resource Management Process 263
Contents xiii
External Factors That Affect the Human Resource Management Process 264
The Economy 264
Laws and Rulings 264
Demographics 266
Social and Cultural Factors 266
Labor Unions 266
Identifying and Selecting Competent Employees 267
Human Resource Planning 267
Recruitment and Decruitment 268
Selection 270
Technology in the Hiring Process 272
Training and Developing Employees 273
Orientation and Socialization 273
Employee Training 274
Developing Employees 276
Retaining Competent, High-Performing Employees 276
Performance Feedback 277
Compensation and Benefits 277
Boxed Features
Workplace Confidential: Job Search 269
It’s Your Career: Nailing the Behavior-Based Interview 280
Ethics Dilemma 282
Skills Exercise: Developing Your Interviewing Skills 283
Case Application 1: Employees with Side Hustles: It’s No Secret 285
Case Application 2: Keeping Dealership Sales Staff from Leaving at Nissan 286
Chapter 12: Managing Change and Innovation 290

The Case for Change 291
Living with VUCA 291
External Forces for Change 291
Internal Forces for Change 292
The Change Process 293
The Calm Waters Metaphor 294
The White-Water Rapids Metaphor 294
Areas of Change 295
Strategy 295
Structure 296
Culture 296
Technology 297
People 297
Managing Change 298
Why Do People Resist Change? 298
Techniques for Reducing Resistance to Change 299
xiv Contents
Exploring Innovation 301

Creativity Versus Innovation 301
Disruptive Innovation 301
Breakthrough Innovation 303
Sustaining Innovation 303
Driving Innovation 303
Creating an Environment to Stimulate Innovation 304
Ideation 305
Incubation 306
Boxed Features
Workplace Confidential: Coping with Job Stress 300
Learning from Failure: Giving Up on Google Glass 308
Ethics Dilemma 310
Skills Exercise: Developing Your Change-Management Skill 311
Case Application 1: Change from Within at Google 312
Case Application 2: Microsoft: Innovative Again 313

Continuing Case: Starbucks—Organizing 318
Part 5 Leading 321
Chapter 13: Understanding and Managing Individual Behavior 321

Focus and Goals of Organizational Behavior 322
Focus of Organizational Behavior 322
Goals of Organizational Behavior 322
Attitudes and Job Performance 323
Job Satisfaction 323
Job Involvement and Organizational Commitment 325
Employee Engagement 325
Cognitive Dissonance Theory 326
Assessing Attitudes 326
Can Artificial Intelligence Help Improve Employee Attitudes? 327
Personality 328
MBTI® 328
The Big Five Model 329
The Dark Triad 330
Additional Personality Insights 331
Personality Types in Different Cultures 332
Contents xv
Emotions and Emotional Intelligence 332

Perception 336
Factors That Influence Perception 336
Attribution Theory 337
Shortcuts Used in Judging Others 338
Learning 339
Social Learning 340
Shaping: A Managerial Tool 340
Boxed Features
Workplace Confidential: An Abusive Boss 333
Learning from Failure: Troublesome Leader’s Personality 341
Ethics Dilemma 344
Skills Exercise: Developing Your Shaping Behavior Skill 344
Case Application 1: Heat Waves Cause Employees to Walk Off the Job 346
Case Application 2: Getting Your Company’s Logo as a Tattoo 347
Chapter 14: Motivating Employees 354

What Is Motivation? 354
Early Theories of Motivation 355
Maslow’s Hierarchy of Needs Theory 355
McGregor’s Theory X and Theory Y 356
Herzberg’s Two-Factor Theory 357
Three-Needs Theory 357
Contemporary Theories of Motivation 359
Goal-Setting Theory 359
Reinforcement Theory 360
Designing Motivating Jobs 361
Equity Theory 364
Expectancy Theory 365
Integrating Contemporary Theories of Motivation 367
Current Issues in Motivation 369
Technology and Motivation 369
Managing Cross-Cultural Motivational Challenges 369
Motivating Unique Groups of Workers 370
Designing Appropriate Rewards Programs 372
Boxed Features
It’s Your Career: What Motivates You? 355
Workplace Confidential: Feelings of Unfair Pay 366
xvi Contents

Ethics Dilemma 376
Skills Exercise: Developing Your Motivating Employees Skill 376
Case Application 1: Motivating Employees Who Love the Outdoors at REI 378
Case Application 2: Motivating Under Constraints at Televerde 378
Chapter 15: Managing Groups and Teams 385

Groups and Group Development 385
What Is a Group? 386
Stages of Group Development 386
Work Group Performance and Satisfaction 387
External Conditions Imposed on the Group 388
Group Member Resources 388
Group Structure 388
Group Processes 391
Group Tasks 394
Turning Groups into Effective Teams 394
The Difference Between Groups and Teams 394
Types of Work Teams 394
Creating Effective Work Teams 397
Technology and Teams 398
Boxed Features
It’s Your Career: Maximizing Outcomes Through Negotiation 396
Workplace Confidential: Handling Difficult Coworkers 399
Ethics Dilemma 401
Skills Exercise: Developing Your Coaching Skills 402
Case Application 1: US Women’s Soccer: A Team in Transition 403
Case Application 2: Taylor Swift’s Bonuses Cause Their Own “Swift Quake” 404
Chapter 16: Being an Effective Leader 409

Who Are Leaders, and What Is Leadership? 409
Early Leadership Theories 410
Leadership Traits 410
Leadership Behaviors 410
Contents xvii
Contingency Theories of Leadership 413

The Fiedler Model 413
Hersey and Blanchard’s Situational Leadership Theory 415
Path-Goal Model 416
Contemporary Views of Leadership 417
Leader–Member Exchange (LMX) Theory 417
Charismatic Leadership 418
Transformational-Transactional Leadership 419
Authentic Leadership 420
Ethical Leadership 420
Servant Leadership 421
Emergent Leadership 421
Followership 422
Integrating Theories of Leadership 422
Traits 422
Behaviors 423
Contingency Factors 423
Leadership Issues in the 21st Century 424
Managing Power 424
Developing Credibility and Trust 424
Leading Virtual Teams 426
Leadership Training 426
When Leadership May Not Be Important 427
Boxed Features
Learning from Failure: Childhood Lessons on Failure 419
Workplace Confidential: Dealing with a Micromanager 425
Ethics Dilemma 430
Skills Exercise: Choosing an Effective Group Leadership Style Skill 430
Case Application 1: Transforming the Fashion Industry at Stitch Fix 432
Case Application 2: New Endorsements Give Power to College Athletes 433
Chapter 17: Managing Communication 441

Understanding Communication 442
What Is Communication? 442
Functions of Communication 442
The Communication Process 443
Modes of Communicating 443
Barriers to Effective Communication 444
Overcoming the Barriers 446
Effective Organizational Communication 447
Formal Versus Informal 447
Direction of Flow 448
Networks 450
xviii Contents
Communication and Technology 451

The 24/7 Work Environment 451
Social Media 451
Virtual Meetings 452
Becoming a Better Communicator 453
Sharpening Your Persuasion Skills 453
Sharpening Your Speaking Skills 453
Sharpening Your Writing Skills 453
Sharpening Your Reading Skills 454
Boxed Features
It’s Your Career: I’m Listening! 447
Workplace Confidential: An Uncommunicative Manager 449
Ethics Dilemma 455
Skills Exercise: Developing Your Presentation Skills 456
Case Application 1: Communicating as the Company Grows at Hootsuite 457
Case Application 2: No Meetings? 458

Continuing Case: Starbucks—Leading 461
Part 6 Controlling 465
Chapter 18: Management Control 465

What Is Controlling, and Why Is It Important? 465
What Is Controlling? 466
Why Is Controlling Important? 466
The Control Process 467
Step 1: Measuring Actual Performance 468
Step 2: Comparing Actual Performance Against the Standard 469
Step 3: Taking Managerial Action 470
Summary 470
Controlling for Organizational and Employee Performance 471
What Is Organizational Performance? 471
Measures of Organizational Performance 472
Controlling for Employee Performance 473
Tools for Measuring Organizational Performance 474
Feedforward/Concurrent/Feedback Controls 475
Financial Controls 477
Contents xix
Information Controls 478

Balanced Scorecard 479
Benchmarking of Best Practices 479
Contemporary Issues in Control 480
Global Differences in Control 480
Workplace Privacy 481
Employee Theft 481
Corporate Governance 482
Boxed Features
It’s Your Career: How to Be a Pro at Giving Feedback 473
Workplace Confidential: Responding to an Unfair Performance Review 475
Ethics Dilemma 486
Skills Exercise: Managing Challenging Employees 486
Case Application 1: Feeding Chocolate to Cows 488
Case Application 2: Posting for Just Other Employees to See 488
Planning and Control Techniques Module 493

Techniques for Assessing the Environment 493
Environmental Scanning 493
Forecasting 494
Techniques for Allocating Resources 496
Budgeting 496
Scheduling 497
Breakeven Analysis 501
Linear Programming 501
Project Management 503
Project Management Process 503
Role of Project Manager 504
Managing Operations Module 507

The Role of Operations Management 507
Services and Manufacturing 507
Managing Productivity 508
Strategic Role of Operations Management 508
Value Chain Management 509
What Is Value Chain Management? 509
The Goal of Value Chain Management 510
Benefits of Value Chain Management 510
xx Contents
Value Chain Strategy 510

Current Issues in Managing Operations 512
Technology 512
Quality Management 513
Quality Standards 514
Mass Customization 515
Creating a Lean Organization 515

Continuing Case: Starbucks—Controlling 518
Glossary 522
Name Index 534
Organization Index 547
Subject Index 550
Preface
Welcome to the 16th edition of Management. First published in 1984, this book has
become one of the world’s most popular introductory management texts. It’s used by
hundreds of US colleges and universities; it’s translated into Spanish, French, Russian,
Dutch, Bahasa, Korean, and Chinese; and there are adaptations for Australia, Canada,
India, and the Arab World.
New to This Edition

The 16th edition of Management addresses the evolving workplace at a pivotal time
in the practice of management. Understanding that many students who use this text
are not necessarily majoring in management, this edition continues to build on our
approach of ensuring students see the importance and relevance of studying man-
agement. Each chapter opens with a common myth that students are likely to hold
about that chapter’s content. We then show them that what they thought they knew
was wrong. The objective? To demonstrate that the practice of management is not all
common sense.
Further, regardless of students’ majors or career plans, they are likely to work
in an organization. Whether that organization has three people or 300,000, there are
common challenges that employees will encounter. We provide insights throughout the
text, based on solid research, to help students survive and thrive in the workplace. In
addition to revisions that uphold this commitment to demonstrating the importance
and relevance of the course, other new aspects of this edition are highlighted below.
New Author
The most significant addition to this revision is a new co-author, Dr. Lori Long, who
has been a contributor to previous editions of this text. Dr. Long took the lead in this
revision and worked to ensure that the text maintains its reputation for readability and
relevance while introducing fresh insights and perspectives.
With a blend of corporate, consulting, research, and teaching experience in
human resource management, leadership development, culture cultivation, and inno-
vation management, Dr. Long offers a well-rounded perspective that spans theory
and practice. Her ability to bridge the gap between research and real-world applica-
tion is a defining feature of her contributions to this edition.
Focus on Current Management Topics

New chapter openers and examples throughout update the text to focus on current
management topics and emerging research. Throughout the text there is also a focus
on two forces significantly impacting management practices with insights on how
management is evolving to address them.
REMOTE AND HYBRID WORK The COVID-19 global pandemic accelerated

the adoption of remote and hybrid work in organizations. Although research is still
emerging on effective remote and hybrid work practices, today’s reality requires man-
agers to understand current best practices in offering remote and hybrid work options
and how to optimize worker productivity in remote work environments. Coverage is
provided in multiple chapters.
xxi
xxii Preface
ARTIFICIAL INTELLIGENCE (AI) AI capabilities are advancing at an exponen-

tial rate and are reshaping many management practices. AI is becoming increasingly
integrated into various aspects of business operations, from decision making to auto-
mation, and managers need to understand how AI can impact their organizations and
how to harness its potential effectively. The opportunity for engagement or use of AI
tools is addressed in every chapter of this edition.
New Chapter and Chapter Reorganization

The Management History Module has been revised to create a new chapter on the
evolution of management. This new chapter is the most comprehensive, detailed, and
updated review of management history available among introductory management
texts. At this pivotal time in the practice of management, an understanding of the his-
torical development of management concepts and practices provides context to help
students appreciate how practices evolve in response to changing societal, economic,
and technological factors. The remaining chapters have been reorganized, and the
entrepreneurship chapter has been transitioned to a module in response to the
growing number of colleges offering entrepreneurship as a separate course.
Streamlining and Enhancing Features

For this edition, we have streamlined and enhanced the features included within the
text to retain its length and focus. The “Workplace Confidential,” “It’s Your Career,”
and “Learning from Failure” features have been supplemented and updated to retain
the text’s close focus on real-world application.
The Management Practice feature at the end of each part has also been thor-
oughly revised, with an updated “Integrative Case” and a new “Practice Your Data
Analysis Skills exercise to help students hone this valuable career skill.
End-of-chapter materials have been enhanced with new and updated cases, exer-
cises, discussion questions, and much more.
Additional Chapter-by-Chapter Changes in This Edition

Chapter 1
• New Managerial Challenge: Focus on Remote or Hybrid Work
• New Managerial Challenge: Focus on Technology, including artificial intelligence
and digital transformation
• New Managerial Challenge: Focus on Employee Well-Being
Chapter 2 (new chapter on evolution of management)
• Expanded coverage into the 21st century
• New coverage of early advocates of a social-person approach
• Coverage of the new industrial revolution and other recent developments in
management research and practices
• New Learning from Failure: Learning from Failing Start-up Businesses
• New Workplace Confidential: Looking Back to Move Forward
• All new end-of-chapter questions and exercises
• New case: Uber’s CEO Gets Behind the Wheel
• New case: Managers Still Need to Be Data-Driven
Chapter 3
• New example for decision-making process
• New coverage of data and technology use in decision making
• New case: A Major League Baseball Rule Change
Chapter 4
• Expanded coverage of external environment to include investors and
environmental, social, and governance (ESG) strategy
• New coverage on impact of remote work on culture
Preface xxiii
Chapter 5
• Expanded to include emerging practices in equity and inclusion
• Expanded coverage of dimensions of diversity to include socioeconomic status
• New coverage of measuring and reporting on diversity, equity, and inclusion (DEI) work
• New table: Stages of DEI Strategy
Chapter 6
• New coverage on the impact of remote work capabilities
• New Workplace Confidential: Succeeding in a Remote Job
• New case: Lululemon Power of Three × 2 Growth Strategy
Chapter 7
• New section: Stakeholder Capitalism
• New coverage of reporting on social responsibility and sustainability efforts
including UN Sustainable Development Goals
• New Learning from Failure: From Greenwashing to Electric Cars
• New coverage on supporting ethical behavior including ethics officers and
protecting whistleblowers
Chapter 8
• New section: Static versus Scenario Planning
• New section: SMART Objectives
• New case: Johnson Controls Using OpenBlue to Reach Net Zero
Chapter 9
• Revised and expanded coverage of the strategic management process
• New case: Nvidia’s Gaming and AI Strategy
Entrepreneurial Ventures Module
• Revised chapter into a module
• Added coverage on the entrepreneurial mindset
Chapter 10
• New coverage of flexible workplace options
• New Learning from Failure: Return to Office? Workers Say No Way!
• New case: Life as a Digital Nomad in Foreign Cities
Chapter 11
• Expanded coverage of external influences on HR management, including social
and cultural factors
• New coverage on the use of technology in hiring
• New It’s Your Career: Nailing the Behavior-Based Interview
• New case: Employees with Side Hustles: It’s No Secret
Chapter 12
• New coverage on changing culture
• Expanded coverage on types of innovation including breakthrough and sustaining
innovations
• Revised and expanded coverage of strategies to stimulate innovation, including
coverage of design thinking
• New coverage of the Business Model Canvas and idea incubation
• New Learning from Failure: Giving Up on Google Glass
• New case: Microsoft: Innovative Again
Chapter 13
• New coverage on improving attitudes using artificial intelligence
• New Learning from Failure: Troublesome Leader’s Personality (WeWork)
• New case: Heat Waves Cause Employees to Walk Off the Job
xxiv Preface
Chapter 14
• New coverage of technology and motivation
• New section: Motivating Remote Workers
Chapter 15
• New section: Technology and Teams, including coverage of virtual collaboration
platforms and use of artificial intelligence
• New case: US Women’s Soccer: A Team in Transition
• New case: Taylor Swift’s Bonuses Cause Their Own “Swift Quake”
Chapter 16
• New Learning from Failure: Childhood Lessons on Failure (Sarah Blakely)
• New content on emergent leadership
• New case: New Endorsements Give Power to College Athletes
Chapter 17
• Revised and expanded coverage of technology and communication
• New case: No Meetings?
Chapter 18
• New coverage of Key Performance Indicators
• New case: Feeding Chocolate to Cows
Our Three Guiding Principles

What has allowed this text to flourish for 40 years? We think the answer is in our three
guiding principles: (1) offer cutting-edge topic coverage, (2) ensure that the writing
is readable and conversational, and (3) make certain the presentation is relevant to
students.
Cutting-Edge Topic Coverage

This book has always sought to provide the latest topic coverage. It was, for instance,
the first introductory management text to discuss organizational culture, the symbolic
view of management, behavioral decision making, sustainability, and value-chain
management. This edition continues in that tradition, with cutting-edge topics like
stakeholder investing, remote work, artificial intelligence, and employee well-being.
And, of course, the entire research base for this edition has been fully updated.
High Readability
Every textbook author claims their books are highly readable. The reality is that few
actually are. Most appear to be written more for professors than for students. From
the first edition of this text, we were determined to make the field of management
interesting and engaging for students. How did we do this? First, we committed to a
conversational writing style. We wanted the text to read like normal people talk. And
second, we relied on extensive use of examples. As your senior author learned early in
his teaching career, students often forget theories, but they remember stories. So you’ll
find a wealth of current examples in this text.
Relevance
Since this text’s inception, we have subjected every theory and concept to our “So
What?” test. We ask ourselves: Why is a specific concept relevant? Why should a student
need to know this? This test has guided us in deciding what to include and exclude over
these many editions, as well as reminding us to explain the importance and relevance
of concepts when it might not be obvious.
Preface xxv
Solving Learning and Teaching Challenges

Speaking of relevance, if there is one component of this text that instructors will find
important, it’s our focus on providing job-relevant skills for students.
In the typical introductory management class, only about 20 percent of students
are management majors. The rest are majoring in accounting, finance, marketing, infor-
mation systems, or some other business discipline. As a result, instructors tell us that
one of their most challenging obstacles in teaching the introductory management class
is convincing these non-management majors of the course’s importance. These non-
management majors often question the course’s relevance to their career goals. As one
accounting student put it, “Why do I have to take this class? I have no interest in being
a manager. My time would be better spent taking another course in tax or auditing.”
We have an answer for those students: This text and your management class
are relevant to anyone who plans to work in an organization. How? In addition to
describing what effective managers do and offering insights into how organizations
work, we include features that will help students develop the specific skills employers
are looking for in job candidates and provide guidance to help students survive and
thrive in the workplace. Let’s highlight what those features are:
WORKPLACE CONFIDENTIAL Succeeding in a Remote Job Advice for Surviving and

The emergence of remote work means companies no lon-
ger need to rely on finding talent in their local geographic
• Make sure you have the equipment you need. This is
something you can ask before you start the job. Some
Thriving in the Workplace
area. They can also save money without the need to relocate companies may even provide an allowance to purchase Regardless of whether one is work-
recruits or provide office space. As an increasing number of an ergonomic chair or other equipment.
companies offer the opportunity to work remotely, you will • If you are working from home, make sure you have a ing in an organization employing
likely see more remote jobs available, giving you the chance
to work from anywhere in the world. In fact, some countries
designated workspace. That will help you transition into
work mode, and you can walk away from the space at
three people or 300,000, there are
are even offering digital nomad visas to attract remote work- the end of your workday. But also consider alternate work common challenges that employ-
ers. These special visas allow you to work remotely from spots, especially if you need to be creative. Changing
within a country, typically for up to a year. Want to spend scenery is helpful, so scout out a good spot at the library ees will encounter. We provide
a year working from a beach in Barbados? You can! But
although remote work might sound exciting, it is a challenge.
or in a public coworking space. students with guidance for deal-
• Take care of your health. Take regular breaks and make
Before you accept that cool job working for a company on
sure you stand up and stretch regularly. Make sure you ing with these challenges in our
the other side of the country or the globe, you should first ask
yourself—is remote work right for me? Although the lure of
block out breaks on your calendar, so you don’t end up in
back-to-back meetings.
“Workplace Confidential” features.
the flexibility is clear, sometimes the downside of remote work
doesn’t surface until you are into the job. And if you do accept • Virtual meetings can cause fatigue. Consider turning
the job, how can you make sure you succeed working remotely? off your self-view on the screen—watching yourself is
Developing Resilience
“Learning from Failure” boxes
illustrate how people like Sarah
Blakely, James Dyson, and J.K. Learning from
Rowling as well as companies FA I L U R E Giving Up on Google Glass
Created by Google’s X factory, the hope of a game- Where did Google go wrong? First, Google Glass was
like Google and Volkswagen have changing innovation in wearable products ended when an example of a solution looking for a problem. Although the
encountered setbacks, assessed Google finally stopped making Google Glass 10 years technology was an interesting idea, it was not fulfilling any cus-
after a lackluster launch. The product was first introduced tomer need. And it was a high price for technology that was not
what went wrong, gained new in- in 2013 at a retail price of $1,500, offering consumers needed. Customers also complained about privacy concerns
sights from their experience, and wearable glasses allowing them to access technology via
their face instead of having to pull out a phone. The smart
because wearers could easily hit record to capture video at any
time, making the glasses unwelcome in most public places.
bounced back. glasses were discontinued two years later, having never Issues around the purpose of the glasses and the
caught on. The failure was blamed on a clunky design, high cost seemed to plague corporate sales as well.
Resilience is a valuable quality high price, and concerns around privacy. When Google announced it would stop making the Glass
for students and employees. These In 2019 Google relaunched the product as the Glass Enterprise Edition, it was part of a larger cost-cutting ini-
Enterprise Edition, which shifted the focus from consum- tiative across the company. Although it made sense that
boxes can help students see the ers to businesses with an intent to sell to industries such as Google tried to save its investment in Google Glass by
manufacturing and logistics. But again, the product failed to relaunching it to a new market, ultimately the company lost
positive side of failures and how catch on, and the company announced in 2023 that it would millions of dollars by focusing on the novelty of technology
individuals and organizations have end production. instead of the needs of the customer.62
learned from their mistakes.

xxvi Preface
IT’S YOUR CAREER that convinced your boss to try your idea? Did you
create a time management process that helps you
Nailing the Behavior-Based deliver assignments on time? And remember, not

every experience has to be a success for you to
Interview learn from it. For example, maybe you had a team
A common approach to interviewing is what is called project that was a disaster, but through the project Career Guidance
the behavior-based interview. Based on the idea that you learned how to better work in teams. We’ve found that students
Finally, practice responding to the questions
past behavior is the best predictor of future behavior,
you think you will need to answer. The STAR
appreciate career guid-
the behavior-based interview asks you to share past
method is a good way to focus your question ance. Toward that end,
experiences to demonstrate your skills and compe-
tencies. You know you are in a behavior-based inter- responses to make sure you tell the interviewer we included “It’s Your
view when the questions start with “Tell me about a what they need to know, without going on too Career” boxes that address
time when . . . ” or “Give me an example of . . . ” and long. You can organize your story to share the skills that will enhance
Situation, Task, Action, and Result.
then ask for you to share an experience that dem- career progress. These
onstrates a specific skill or ability. “Tell me about a • Situation: Share some context around the
challenge you faced. Where were you working?
include identifying your
time you had to manage a difficult customer” is an
What was your job? strengths and weaknesses,
example of a behavior-based interview question.
• Task: What was the specific problem you solved, managing your time, de-
The key to succeeding in a behavior-based interview opportunity you took advantage of, or challenge you
is preparation! Start by making a list of the skills, responded to? veloping your negotiation
abilities, or competencies that the job might require. • Action: Explain exactly what you did to resolve skills, and learning to read
The job posting is a good place to start to determine the problem, or what action you took in response an organization’s culture.
these. It is likely to list skills such as communication, to the challenge. Make sure you use “I” and not
“we” to emphasize your role, even if it was a team
teamwork, time management, and creativity.
project.
Next, think about stories you can tell to share • Result: What was the outcome? Did you save
your experiences that demonstrate you have those a customer? Get an A on the project? If you are
skills. For example, did you write a persuasive email sharing a failure, what did you learn?73
Continued Focus on Practical Applications

This edition of Management continues our commitment to provide instructors with
a comprehensive set of in-text exercises that allow students to translate what they’ve
learned into practical applications. These include, for example, end-of-chapter cases,
ethical dilemmas, and team-building exercises, plus a part-ending integrative case.
Here’s a brief summary of these applications.
Taylor Swift’s Bonuses Cause Their Own

2
CASE
APPLICATION “Swift Quake”
Taylor Swift’s Eras Tour was both a massive success and a massive production to ex-
ecute. Her three-hour-plus, 44-song live show covers themes from her 17-year career.
The 52-date sold-out US tour was an ambitious effort with elaborate stage designs
Case Applications being put up and taken down quickly.57 Fans, nearly 54,000 per show, paid an average
ticket price of $250 to see Swift’s era-themed rooms moving on stage and screen with
There are two case applications at the coordinated dance numbers, an acoustic set, and 10 outfit changes during each show.
Obviously, there is a whole lot to pay attention to on stage.58
end of each chapter. Of course, Taylor Swift’s seemingly one-woman show required a significant team
effort. Her fashion alone represented the work of several of the world’s most promi-
nent designers, and she needed help changing costumes several times each show. The
technically ambitious stage show, created and executed by designers and a variety of
workers, showcased different albums of Swift’s career with unique backdrops.59 Other
team members included the 50-plus truckers transporting sets and equipment from
one stadium to the next, caterers to feed everyone, workers handing out LED wrist-
bands that sync up to songs in unison when Swift is singing, and many more.
Preface xxvii
Starbucks Integrative Case

Each of the six parts of this book concludes with the Continuing Case:
Starbucks integrative case. This case helps students see how Starbucks—Introduction
concepts can be applied in an organization with which most Community. Connection. Caring. Committed. Coffee. Five
Cs that describe the essence of Starbucks Corporation—
are familiar as well as see the integrative nature of manage- what it stands for and what it wants to be as a business.
ment. Each part of the case has been updated with develop- With more than 32,000 stores in eighty countries, Star-
ments since the previous edition. bucks is the world’s number one specialty coffee retailer.
The company also owns the Baya, Evolution Fresh, La
Boulange, Princi, Starbucks Reserve, Seattle’s Best Coffee,
Starbucks VIA, Starbucks Refreshers, Teavana, Verismo,
and Torrefazione Italia brands.1 It’s a company that truly
epitomizes the challenges facing managers in today’s glob-
ally competitive environment. To help you better under-
stand these challenges, we’re going to take an in-depth look
at Starbucks through these continuing cases, which you’ll
find at the end of every part of the text. Each of these
Practice Your Data Analysis Skills six part-ending continuing cases will look at Starbucks
A coffee business started by three friends caught on, and from the perspective of the material presented in that part.
currently has 10 locations, the environmentally conscious Although each case “stands alone,” you’ll be able to see
founders of this business have started to consider if the gar- the progression of the management process as you work
bage generated by each store is problematic. Last month, through each one.
the average waste sent to landfills amounted to 1,500
pounds per store. Stores are open seven days a week, and
about 500 customers visit each store daily. It turns out that
single-use coffee cups, approximately 500 per day per store,
can be replaced by compostable paper cups at a cost of
$0.15 per cup. By implementing recycling, 600 pounds of
garbage per store can be diverted from going to a landfill.
P2-19. What is the waste diversion rate per store if Applied Data Analysis Skills
recycling and compostable cups are used? Assume Following the Starbucks case at the end of each section, we have
50 single-use cups equal one pound of garbage, added a new “Practice Your Data Analysis Skills” assignment for
and the waste diversion rate is calculated by students. Using a theme of a new coffee shop business, students
dividing the amount of waste diverted by the can practice basic data analysis and apply their critical thinking
total amount of waste, then multiply the total by skills to understand the implications of the data.
100. The waste diversion rate is presented as a
percentage.
SKILLS EXERCISE Developing Your Collaboration Skill
Skills Exercises About the Skill • Seek additional information. Ask individuals to provide
Collaboration is the teamwork, synergy, and cooperation additional information. Encourage others to talk and
It’s not enough to “know” used by individuals when they seek a common goal. In many more fully explain suggestions. This brainstorming
cross-cultural settings, the ability to collaborate is crucial. opportunity can assist in finding creative solutions.
something. Students need When all partners must work together to achieve goals,
to be able to apply that • Don’t become defensive. Collaboration requires open
collaboration is critically important to the process. However, communication. Discussions may focus on things you
knowledge. Skills Exercises cultural differences can often make collaboration a challenge. and others may not be doing or need to do better. Don’t
at the end of each chap- take the constructive feedback as personal criticism.
Steps in Practicing the Skill
Focus on the topic being discussed, not on the person
ter are designed to help • Look for common points of interest. The best way to start delivering the message. Recognize that you cannot always
achieve that goal. Some working together collaboratively is to seek commonalities be right!
that exist among the parties. Common points of interest
of these exercises include enable communications to be more effective.
developing your skills at Practicing the Skill
• Listen to others. Collaboration is a team effort. Everyone Interview individuals from three nationalities different
creativity, collaboration, has valid points to offer, and each individual should have
than your own about the challenges of collaborating with
an opportunity to express their ideas.
building trust, interview- individuals from different cultures. What challenges do
ing, motivating others, and • Check for understanding. Make sure you understand what different cultures create when people are asked to collabo-
the other person is saying. Use feedback when necessary. rate? How do they recommend dealing with these challenges?
acquiring power. • Accept diversity. Not everything in a collaborative effort What advice do they have for improving your ability to
will “go your way.” Be willing to accept different ideas and collaborate at work with people from different cultures?
different ways of doing things. Be open to these ideas Do they think being bilingual and traveling to different
and the creativity that surrounds them. countries will improve your ability to collaborate?
xxviii Preface
Ethics Dilemmas ETHICS DILEMMA 4-8. Do you think the use of technology in sports is
based on the desire to gain an advantage or the fear
of competing at a disadvantage?33 Is this an ethical
Each chapter presents In many ways, technology has made all of us more
concern for the use of technology?
productive; however, ethical issues do arise in how and
students with an ethical when technology is used. Take competitive amateur 4-9. What if your school (or country) were competing for
dilemma and encourages and professional sports as an example. All kinds of a championship and couldn’t afford to outfit athletes
in such equipment, and it affected their ability to
them to practice their technologically advanced sports equipment (swimsuits,
compete? Would that make a difference?
golf clubs, ski suits, etc.) have been developed that can
skills in ethical decision sometimes give competitors/players an edge over their 4-10. Given the degree of complexity and change
making and critical deci- opponents. Access to technology is expensive, meaning technology has brought to amateur and professional
sion making. technology use in sports is not equally available to sports, what can regulators (i.e., management) do to
everyone.32 gain some control over their environment?
Team Exercises
Work in today’s organi-
WORKING TOGETHER Team Exercise zations is increasingly
being done in groups
Almost a third of employees who leave their companies Compare your lists for common factors. Now choose one and teams. And being
within the first 90 days say they didn’t fit into the of the group members’ lists and, as a group, discuss: What
company’s culture.34 This suggests that learning about could you do when visiting a company for an interview to a “team player” has
a company’s culture before you accept a job could save find out whether it has the characteristics on the list? What become an important
you a considerable amount of grief. To increase the questions could be asked during the interview to find out
chances that you’ll fit with the culture of the company if the company has a strong or weak culture? What clues
quality in the hiring pro-
you next work for, form groups of three or four and share could be looked for when walking around the company to cess. To help students
the characteristics of an organizational culture each understand what the culture is like? Be ready to share your build their collaboration
group member wants (and doesn’t want) in an employer. analysis with the class.
skills, we have included
team exercises at the end
of each chapter.
MY TURN TO BE A MANAGER
• Find current examples in any popular business Coca-Cola, Disney, Exxon, and Meta made changes in
periodical of both the omnipotent and symbolic views response to investors’ or special interest groups’ demands?
“My Turn to Be of management. Write a paper describing what you Give some examples and indicate whether you agree or
a Manager” found and how your examples represent these views of
management.
disagree with the changes. Was there any evidence of
greenwashing at the company(ies) you researched?
Exercises • Consider a business that you frequent (for example, a • If you belong to a student organization, evaluate its
Additional opportuni- restaurant or coffee shop) and review the six aspects of culture by answering the following: How would you
the external environment discussed in the text. Create describe the culture? How do new members learn the
ties for students to apply a list of factors in the external environment that could culture? How is the culture maintained? If you don’t
management concepts affect the management of the business you selected. belong to a student organization, talk to another student
introduced in each chap- • Choose an organization you are familiar with or would who does and evaluate it using the same questions.
ter are the “My Turn to

like to know more about. Create a table identifying • Research remote work and work nomads. In a short
potential stakeholders of this organization. Then indicate paper, discuss the positive and negative impacts these
Be a Manager” exercises. what particular interests or concerns these stakeholders ways of working have on an organization with a strong
might have. culture. Would the effects be the same for an organization
• Activist investors and special interest groups try to pressure with a weak culture? Explain whether maintaining an
top management at companies to make significant changes organization’s culture should be different if remote
to their policies. How have executives at companies like workers and work nomads are used.
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recreation than could be got among the girls in St. Cecilia, what could that
be but momentary aberration or even a kind of temporary insanity? Is not a
wife better than a Sister? Oswald had no kind of doubt on the subject when
he saw his beautiful young wife at the head of his table, and reflected with
inward complacency upon the aspect she bore when first he saw her, though
at that time he had thought the poke-bonnet half-divine. But Agnes was not
so sure, had not such unhesitating convictions as her husband, and
wondered. This, perhaps, was the penalty she paid for her escapade.
Oswald’s light-heartedness was alien to her serious mood. He took his
existence so easily! and she knew that life was not so easy a matter, and
would take an occasional panic as the fair landscape glided past her, the
beautiful days and years flying away from her as fields and trees do on a
journey, when you seem yourself to be stationary, and it is the country about
that flies and travels on either side.
If she had known him longer, if she had known him better, would it have
made any difference? In all probability not the slightest, and she did not ask
herself that question; for, after all, Oswald was Oswald, and the only man in
the whole world——
As for the other personages mentioned in these pages, their affairs
worked themselves out as was to be expected, with no very extraordinary
results. Roger Burchell recovered of his wound because he could not help
it, not with any will of his; and went out to India in due time, where he did
very well and made steady progress, but neither then nor now became very
remarkable. He married too in the due course of events, when he could
afford it—as most men do, except perhaps in the very heart and centre of
society, a sect so small that it does not affect the world’s continuance, nor
need necessarily affect our peace of mind who look on. He forgot Cara and
the chapter in his life which was dominated by her, far more completely
than the romantic reader would believe possible, and was not at all sure
after he had been some years married whether it was not he who had
behaved badly to her; and, indeed, I think his wife had this impression, and
never having seen this object of his early affections, was rather pleased to
believe Cara a little flirt with whom her Roger had been involuntarily
‘entangled,’ but escaped in time. So stories are travestied and turned into
myths with piquant change of circumstance all over the world.
Mr. Maxwell had a more unlikely fate. Bursting out of No. 6 in the
Square, in the trouble of his mind, after that unlucky interference which had
come to less than nothing, but which must, he felt sure, cost him his friends,
he went with murderous energy through all his round of patients, and took it
out of them with unregulated zeal, making his hypochondriacs really ill by
way of variety, twisting the joints and cramping the sinews of the unhappy
people in his hands as cruelly as Prospero. This way of avenging himself
upon mankind, however, did not prevent him from suffering tortures in his
own person. Should he apologise—should he appeal to Cara to intercede for
him? Should he go humbly to the feet of the injured one, and ask to be
kicked and forgiven? He adopted another expedient more wonderful than
any of these. Next day was the day of his weekly visit to the Hill. Lovelier
lights and visions than those that revealed themselves through the openings
of the trees on that sweetest day of June could scarcely be. The sky was as
soft as a child’s eyes—the air as its breath. The trees hung rich and close
still in their early green, throwing their wealth of foliage all the more
closely together to hide that the flowers were over, the may faded, the
golden laburnum boughs all dropped to dust. Through the leafy arches came
glimpses of the great plain all billowy with trees, shadowing far into the
blue distance, and the great grey castle with its royal flag. Underneath on
the hedgerows there was one flush of the wild rose lighting up the winding
road as with a smile. To live on such a day was enough for pleasure. To
move through it easily without fatigue, with trees waving over you, and the
unfathomable blue shining, and the sun throwing magical gleams over the
landscape, hushed even the most restless soul to a semblance of goodness
and happiness. Unless you happen to be toiling along a dusty road, in the
blaze of the sunshine, in tight boots, or a dress too warm for the season,
which circumstances I allow to be contrary both to happiness and goodness,
I cannot understand how you could refuse to be good and happy on such a
day.
But everything promoted these exemplary sensations about the Hill.
Fatigue was not there, nor dust, nor undue heat. Old Miss Charity in her
sun-bonnet, and less old but still not young Miss Cherry in her cool and soft
grey gown, were on the lawn, surrounded by a world of roses—roses
everywhere in standards, in dwarfs, on trellis-work, over arches, along the
walls. The air was just touched by them to a delicate sweetness, to be
elevated into beatitude when you approached your face to a particular
flower. Mr. Maxwell arrived with his troubled soul, and the ladies made
much of him. They compassionated him for his hot drive. They offered him
tea; they gave him, on his refusal of the tea, claret cup with great bits of ice
tinkling in it, and making a grateful noise. They gave him a comfortable
chair on the lawn, where he had his doctors’ talk with old Miss Charity, and
felt her pulse and admired its steady beat, not one more or less than it ought
to be. ‘Please God, if I live long enough, I’ll pull you along to a hundred,’
he said, with professional enthusiasm. ‘But I shall not live long enough,’ he
added, in a despondent tone.
‘How old are you now?’ said Miss Charity. ‘Fifty? phoo, nonsense. I am
seventy-three. I want only seven-and-twenty of the hundred. You will be
just over my present age when we’ve accomplished it. And what a thing to
have lived for?’ The old lady was more ready for the joke than he was—he
shook his head.
‘You can’t think what foolish things I have been doing,’ he said; ‘never
man made a greater fool of himself.’
‘You have been asking someone to marry you, my poor man!’
‘No, by Jove! I never thought of that,’ he said, looking up quickly. Miss
Cherry had walked discreetly out of hearing, as she always did while they
had their medical talk. This was evidently a new idea to the doctor. ‘No,’ he
went on, ‘trying to keep other people from marrying, that was all.’
‘Still sillier; they will hate you for ever and ever,’ Miss Charity said, in
her ignorance, seated cool and smiling in her garden chair.
Meanwhile Miss Cherry strayed to one of the openings and looked
wistfully across the country. She wanted to hear about ‘the child.’ A
thousand questions were on her lips, but in her soft old-maidenly self-
consciousness she did not like to take the doctor aside in her turn, and there
were questions which she did not wish to ask in her aunt’s presence. It may
be imagined then what her surprise was when, startled by a voice at her
elbow, she turned round and found the doctor by her side. ‘The views are
lovely to-day,’ he said; but he was not thinking of the views, Miss Cherry
could see. Had he something painful to tell her—had anything gone wrong?
She began to ask a few faltering questions. ‘Tell me about Cara,’ she said. ‘I
am so hungering for news of the child.’ Miss Cherry looked up pathetically
in the doctor’s face with wistful anxiety in her soft eyes—everything about
her was soft, from her grey gown to her eyes. A mild consolatory woman,
not charming like Mrs. Meredith, not clever like other people he knew, but
a refreshment, like green lawns and green leaves and quietness to the heart.
The doctor turned round to see that nobody was looking. The old lady, who
had her suspicions of him, had gone in, and like a naughty old lady as she
was, had gone upstairs to a bedroom window, where she stood behind the
curtains, chuckling to herself, to watch the result. When Mr. Maxwell saw
the coast was clear and nobody looking (as he thought), he turned round
again to Miss Cherry, who stood anxiously waiting for the next word, and
deliberately, without a word of preface, fired as it were point blank into her
with a pistol at her heart—that is to say, he proposed. A greater shock never
was administered by any human being to another. Right off on the spot,
without wasting any words, he offered her himself and his brougham and
his practice and all that he had. The old lady at the window—naughty old
lady!—could make out the very moment when it was done, and saw
Cherry’s start and jump of amazement. ‘Will she have him?’ she asked
herself. ‘I could not put up with a man in my house.’ But it does not do to
take a gentle old maiden like Miss Cherry so suddenly. In the very
extremity of her surprise, she said no. How she trembled! ‘Oh no, I could
not, I could not, thank you, Mr. Maxwell! I am too old now. Long ago I
might have thought of such a thing; but I could not, I could not. It is not
possible. You must excuse me now.’
‘Oh, no one will force you, Miss Cherry, against your inclination,’ said
the doctor, angry and discomfited. And without waiting to say good-day to
his patient, he went off and threw himself into his brougham more
uncomfortable than before.
Whether Miss Cherry ever regretted this I cannot tell—perhaps if she
had not been so entirely taken by surprise—but ‘Oh no, oh no,’ she said to
herself, ‘I could not have done it. It would have been cheating Cara.’ But
what a shock it was on that June afternoon! As if the man had brought an
electric battery with him, Miss Charity said, who was the only one of the
three, however, to whom it was an amusement and no shock at all.
Such was the end of this middle-aged wooing, which was all over in a
quarter of an hour. The other of which we know, which had been going on
so long, and which only artificial motives made into a wooing at all, had
been broken off very abruptly by that interpellation of Dr. Maxwell’s and all
that followed. It was not till after the commotion caused by Oswald’s
return, and all the arrangements consequent upon his marriage, were over,
that the two friends returned to this broken chapter again. The changes
which had happened had not thrown them apart, however, and the
naturalness with which, even in the suspense of this question between
themselves, their intercourse went on, showed plainly either that warmer
relationships were unlikely or that they were the most natural things in the
world; but which? Each of them had been slightly piqued by the absence of
enthusiasm on the part of the other, but even that pique produced no
enthusiasm in themselves. They were exactly in the same state of feeling,
their minds only too much alike. But a return to the question was inevitable
one way or other, and Mr. Beresford took it in hand, not without a little
tremor, one still summer evening at the usual hour, when they were sitting
in their usual places, their windows open, but the lamps lighted, and the soft
dusk outside relieving with its shadowy background the soft illumination
within.
‘Do you remember,’ he said, ‘the talk we had one evening before all
these agitations began? It was not decided. You would not say yes, or no.’
‘Would I not say no? it was because it has too harsh a sound. Why
should there be yes’es or no’es between you and me?’
‘Ah, but it was needful. What do you say now? I can only repeat what I
said then. You know all my heart. Speak to me, dear. Shall it be yes or no?’
She had nothing to do with blushing at her age—yet she blushed and was
ashamed of it; but looked at him frankly, openly, all the same, holding out
her hands. ‘Dear,’ she said, ‘I will call you so too. No; why should we do
this and disturb our life and trouble our children with new ideas. Listen,
James Beresford. I would rather marry you than lose you; but there is no
thought of losing you in any case.’
‘None, my dear, none—none, whatever comes of it.’
‘Then why should we trouble each other with new ideas and disturb our
lives? We cannot be happier in our intercourse, you and I; we have all we
want in each other. Let the children marry; it is natural. What a blessing of
God it is that we have these dear proxies, James! And my boy is not going
away,’ she said, the tears coming to her eyes. ‘And I love your girl as if she
were my own—and we are the father and mother without any trouble. What
could heart wish for more?’
And no more was said. The subject was closed at once and for ever.
Such is the perversity of human nature, that when James Beresford went
home that evening he felt just a little cast down, disgusted, lonely, and
slighted as it were by fate. He had not really wished for the change; indeed,
did not really wish for it now; but yet—on the other side of the wall, Mrs.
Meredith was much more comfortable—for why? She had been permitted
the woman’s privilege of being the refuser, which banished all possibilities
of pique, and made it impossible for her to feel herself slighted. But by-and-
by they were both a great deal happier, and at their ease, which they had not
been for weeks before.
And do I need to tell how the natural conclusion which their father and
mother wisely and happily evaded arrived for Edward and Cara? Not quite
immediately, however, for the young man gathered his note-books together
again, and having given up India, entered upon his course of dinners, and
betook himself (like most other people) to the Bar. He was ‘called’ before
the marriage took place; and when the marriage did take place the young
people remained along with the old people in the two houses which were
one. It would be hard to make an absolute appropriation of what belongs to
No. 6 and what belongs to No. 8 in the Square. The thing which is most like
a fixture is Mrs. Meredith, who sits smiling in the same chair as the years
go on, hearing what everybody has to say. She is not expected to go to
anyone; but everyone comes to her; and her chair is the only absolutely
undisputed piece of property in the two houses. The young people are very
happy and go honeymooning as once their elders did; and sometimes Mr.
Beresford will make a journey in the interests of science or art. But nothing
has touched the double house, nor is likely to touch it, till death does those
sworn companions part.
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Typographical errors corrected by the etext transcriber:

beileved he would always=> believed he would always
{pg 78}
coming in brokes uddenly=> coming in broke suddenly
{pg 205}
herself treexmely disagreeable=> herself extremely
disagreeable {pg 223}
being scarely fashionable=> being scarcely fashionable
{pg 233}
It will send you=> I will send you {pg 249}
eager to her all about=> eager to hear all about {pg 269}
were like emblmes=> were like emblemes {pg 356}
ppinion for granted=> opinion for granted {pg 374}
believe that oerhaps=> believe that perhaps {pg 374}
still speechlsss=> still speechless {pg 398}
were bridgroom and bride=> were bridegroom and bride
{pg 402}
she said falteriug=> she said faltering {pg 404}
unkindly, or coldy=> unkindly, or coldly {pg 411}
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Part 1 Introduction to Management 1

Part 2 Basics of Managing in Today’s Workplace 71

Part 3 Planning 176

Part 4 Organizing 236

Part 5 Leading 321

Part 6 Controlling 465

Part 1 Introduction to Management 1

Chapter 1: Managers and You in the Workplace 1

Chapter 2: The Evolution of Management 21

Chapter 3: Making Decisions 46

Part 1: Management Practice 68

Part 2 Basics of Managing in Today’s Workplace 71

Chapter 4: Influence of the External Environment

Organizational Culture: Guiding Employee Behavior 78

Chapter 5: Diversity, Equity, and Inclusion 93

Chapter 6: Managing in a Global Environment 122

Chapter 7: Managing Social Responsibility and Ethics 144

Social Responsibility and Economic Performance 148

Part 2: Management Practice 170

Part 3 Planning 176

Chapter 8: Foundations of Planning 176

Specific versus Directional Plans 179

Chapter 9: Managing Strategy 195

Entrepreneurial Ventures Module 219

Part 3: Management Practice 233

Part 4 Organizing 236

Chapter 10: Designing Organizational Structure 236

Chapter 11: Managing Human Resources 262

Chapter 12: Managing Change and Innovation 290

Exploring Innovation 301

Part 4: Management Practice 318

Part 5 Leading 321

Chapter 13: Understanding and Managing Individual Behavior 321

Emotions and Emotional Intelligence 332

Chapter 14: Motivating Employees 354

Preparing For: Exams/Quizzes 374

Chapter 15: Managing Groups and Teams 385

Chapter 16: Being an Effective Leader 409

Contingency Theories of Leadership 413

Chapter 17: Managing Communication 441

Communication and Technology 451

Part 5: Management Practice 461

Part 6 Controlling 465

Chapter 18: Management Control 465

Information Controls 478

Planning and Control Techniques Module 493

Managing Operations Module 507

Value Chain Strategy 510

Part 6: Management Practice 518

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