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STEPHEN P. ROBBINS MARY COULTER ED LEACH MARY KILFOIL
MANAGEMENT TWELFTH CANADIAN EDITION


San Diego State University Missouri State University Director of Education Dalhousie University
CEED Centre for Entrepreneurship
Education and Development
This page intentionally left blank

San Diego State University Missouri State University Centre for Entrepreneurship Dalhousie University
Education and Development
Pearson Canada Inc., 26 Prince Andrew Place, North York, Ontario M3C 2H4.
Copyright © 2019, 2016, 2012 Pearson Canada Inc. All rights reserved.
Printed in the United States of America. This publication is protected by copyright, and permission should be obtained from the
publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means,
electronic, mechanical, photocopying, recording, or otherwise. For information regarding permissions, request forms, and the
appropriate contacts, please contact Pearson Canada’s Rights and Permissions Department by visiting https://www.
pearson.com/ca/en/contact-us/permissions.html
Authorized adaptation from Management, Thirteenth Edition, Copyright © 2016, Pearson Education, Inc., Hoboken, New Jersey,
USA. Used by permission. All rights reserved. This edition is authorized for sale only in Canada.
Attributions of third-party content appear on the appropriate page within the text.
PEARSON is an exclusive trademark owned by Pearson Canada, Inc. or its affiliates in Canada and/or other countries.
Unless otherwise indicated herein, any third party trademarks that may appear in this work are the property of their respective
owners and any references to third party trademarks, logos, or other trade dress are for demonstrative or descriptive purposes
only. Such references are not intended to imply any sponsorship, endorsement, authorization, or promotion of Pearson Canada
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licensees, or distributors.
If you purchased this book outside the United States or Canada, you should be aware that it has been imported without the
approval of the publisher or the author.
978-0-13-465687-8
1 18
Library and Archives Canada Cataloguing in Publication
Robbins, Stephen P., 1943–, author
Management / Stephen P. Robbins, San Diego State University, Mary
Coulter, Missouri State University, Ed Leach, Centre for Entrepreneurship
Education and Development, Mary Kilfoil, Dalhousie University. — Twelfth
Canadian edition.
Includes bibliographical references and index.
ISBN 978-0-13-465687-8 (hardcover)
1. Management—Textbooks. 2. Management—Canada—Textbooks.
3. Textbooks. I. Coulter, Mary, author II. Leach, Ed (Professor of
management), author III. Kilfoil, Mary, 1956–, author IV. Title.
HD31.R5647 2017 658.4 C2017-907095-9
To my wife, Laura
Steve
To my husband, Ron
Mary
To my wife and life partner, Mary

Ed
To my husband and life partner, Ed

Mary
Brief Contents
PART ONE Defining the Manager’s Terrain

CHAPTER 1 Introduction to Management and Organizations 1
Module 1 Management History 24
CHAPTER 2 Organizational Culture and the Organizational Environment 35

CHAPTER 3 Managing Diversity 61
CHAPTER 4 Managing in a Global Environment 87
CHAPTER 5 Managing Entrepreneurially 113
CHAPTER 6 Managing Responsibly and Ethically 136
CHAPTER 7 Innovation and Adaptability 164
PART TWO Planning

CHAPTER 8 Decision Making 195
CHAPTER 9 Foundations of Planning 222
CHAPTER 10 Managing Strategically 240
Module 2 Planning and Control Techniques 267
PART THREE Organizing

CHAPTER 11 Designing Organizational Structure 284
CHAPTER 12 Managers and Communication 310
CHAPTER 13 Managing Human Resources 339
PART FOUR Leading

CHAPTER 14 Leadership 372
CHAPTER 15 Motivating Employees 401
CHAPTER 16 Managing Groups and Teams 429
PART FIVE Controlling

CHAPTER 17 Managerial Controls: Evidence-Based Decision Making 458
Module 3 Managing Operations 486
Contents
Preface xv Quantitative Approach 30
Acknowledgments xix
Contemporary Approaches 32
About the Authors xxi
CHAPTER 2
PART ONE Organizational Culture and the
Defining the Organizational Environment 35
The Manager: Omnipotent or Symbolic?
Manager’s Terrain
36
The Omnipotent View 36
The Symbolic View 36
Reality Suggests a Synthesis 37
CHAPTER 1 The Organization’s Culture 37
Introduction to Management and What Is Organizational Culture? 38
Organizations 1 Strong Cultures 39
Subcultures 41
Why Are Managers Important to an
Where Culture Comes From and How It Continues 41
Organization? 2
How Employees Learn Culture 43
Who Are Managers and Where Do They Work? 3 How Culture Affects Managers 44
Who Is a Manager? 3
Current Organizational Culture Issues Facing
Types of Managers 4
Managers 45
Where Do Managers Work? 5
Creating an Ethical Culture 45
What Are the Functions, Roles, and Skills of Creating an Innovative Culture 46
Managers? 6 Creating a Customer-Responsive Culture 47
Efficiency and Effectiveness 7 Creating a Culture That Supports Diversity 48
Management Functions 7 Spirituality and Organizational Culture 48
Mintzberg’s Managerial Roles and a Contemporary
Model of Managing 9 The Organizational Environment 49
The Economic Environment 50
How Is the Manager’s Job Changing? 11 How the Organizational Environment Affects
Importance of Customers to the Manager’s Job 13 Managers 52
Importance of Social Media to the Manager’s Job 13
Importance of Innovation to the Manager’s Job 14
Importance of Adaptability to the Manager’s Job 14 CHAPTER 3
Importance of Managing Responsibly 14 Managing Diversity 61
Why Study Management? 15 Diversity—The Basics 62
The Universality of Management 16 What Is Workplace Diversity? 62
The Reality of Work 17 Why Is Managing Workforce Diversity So Important? 63
Rewards and Challenges of Being a Manager 17 The Changing Workplace 66
Characteristics of the Canadian Population 66
Module 1: Management History 24 What About Global Workforce Changes? 67
Early Management 24 Types of Workplace Diversity 68

Age 68
Classical Approach 25
Gender 69
Scientific Management 25
Race and Ethnicity 70
General Administrative Theory 27
Disability/Abilities 72
Behavioural Approach 29 Religion 73
Contents ix
LGBT+: Sexual Orientation and Gender Identity 74 Researching a Venture’s Feasibility: Generating and
Other Types of Diversity 75 Evaluating Ideas 121
Challenges in Managing Diversity 75 Researching a Venture’s Feasibility: Researching
Competitors 122
Personal Bias 76
Researching a Venture’s Feasibility: Researching
Glass Ceiling 76
Financing 123
Workplace Diversity Initiatives 78
Planning a Venture: Developing a Business Plan 123
The Legal Aspect of Workplace Diversity 78
Top Management Commitment to Diversity 79 Issues in Organizing an Entrepreneurial Venture 123
Mentoring 79 Organizational Design and Structure 124
Diversity Skills Training 80 Human Resource Management 124
Employee Resource Groups 81 How to Stimulate and Make Changes 125
The Importance of Continuing Innovation 125
CHAPTER 4 Issues in Leading an Entrepreneurial Venture

The Entrepreneur as Leader 127
127
Managing in a Global Issues in Controlling an Entrepreneurial

Environment 87 Venture 128
What’s Your Global Perspective? 88 Managing Growth 128
Managing Downturns 129
Understanding the Global Environment 90 Exiting the Venture 130
Regional Trading Alliances 90
Global Trade Mechanisms 94
The World Trade Organization 95
International Monetary Fund and
CHAPTER 6
World Bank Group 95 Managing Responsibly
Organisation for Economic Co-operation
and Development (OECD) 95 and Ethically 136
Doing Business Globally 96 What Is Meant by Socially Responsible
Different Types of International Organizations 96 Management? 137
How Organizations Go International 97 From Obligations to Responsiveness to
Responsibility 137
Managing in a Global Environment 99 The Evolution of Socially Responsible Management 140
The Legal–Political Environment 100
The Economic Environment 101
Corporate Social Responsibility and Economic
The Cultural Environment 102
Performance 141
Global Management in Today’s World 106 Green Management and Sustainability 142
Global Environmental Problems 143
How Organizations Go Green 143
CHAPTER 5 Evaluating Sustainable Management 145
Managing Entrepreneurially 113 Values-Based Management 146
The Context of Entrepreneurship 114 Purposes of Shared Values 147
What Is Entrepreneurship? 114
Managerial Ethics 148
How Entrepreneurial Ventures Add Value to the
Factors That Affect Employee Ethics 148
Economy 114
The Nature of Opportunities and the Ethics in an International Context 151
Role of Entrepreneurial Managers 115 Encouraging Ethical Behaviour 153
Why Is Entrepreneurship Important? 115
What Do Entrepreneurs Do? 116
Social Responsibility and Ethical Issues Facing

CHAPTER 7
Entrepreneurs 118 Innovation and Adaptability 164
The Entrepreneurial Process 119
The Context of Innovation and Adaptability 165
Start-Up and Planning Issues for an Why Build an Adaptable Organization? 165
Entrepreneurial Venture 119 Innovation 166
Embracing Failure as Learning 121 Adaptability 166
x Contents
Forces for Change 166 Linear–Nonlinear Thinking Style Profile 209

External Forces 167 Decision-Making Biases and Errors 210
Internal Forces 168 Summing Up Managerial Decision Making 211
Two Views of the Change Process 168 Effective Decision Making for Today’s World 212
The Calm Waters Metaphor 169 Guidelines for Effective Decision Making 213
The White-Water Rapids Metaphor 170 Design Thinking and Decision Making 214
Putting the Two Views in Perspective 170
Managing Organizational Change

What Is Organizational Change? 171
171
CHAPTER 9
Types of Change 171 Foundations of Planning 222
Global Organizational Development 173
The What and Why of Planning 223
Managing Resistance to Change 174
What Is Planning? 223
Stimulating Innovation and Adaptability 176 Why Do Managers Plan? 223
Creativity vs. Innovation 177 Planning and Performance 224
Stimulating and Nurturing Innovation and
Adaptability 177
How Do Managers Plan? 224
Goals and Plans 225
Adaptive Organizations 181
Types of Goals 225
Innovation and Design Thinking 182
Types of Plans 226
Changing Organizational Culture 182
Setting Goals and Developing Plans 227
Part One: Continuing Case: Starbucks 191 Approaches to Setting Goals 227
Developing Plans 231
Approaches to Planning 232
PART TWO Contemporary Issues in Planning 233

How Can Managers Plan Effectively in Dynamic
Planning Environments? 233

How Can Managers Use Environmental Scanning? 234
CHAPTER 8 CHAPTER 10
Decision Making 195
Managing Strategically 240
The Decision-Making Process 196
The Importance of Strategic Management 241
Step 1: Identify a Problem 196
What Is Strategic Management? 241
Step 2: Identify Decision Criteria 197
Why Is Strategic Management Important? 242
Step 3: Allocate Weights to Criteria 197
Step 4: Develop Alternatives 198 The Strategic Management Process 242
Step 5: Analyze Alternatives 199 Step 1: Identify the Organization’s Current Mission, Goals,
Step 6: Select an Alternative 199 and Strategies 243
Step 7: Implement the Alternative 199 Step 2: Conduct an External Analysis 244
Step 8: Evaluate Decision Effectiveness 200 Step 3: Conduct an Internal Analysis 244
Step 4: Formulate Strategies 245
The Manager as Decision Maker 200 Step 5: Implement Strategies 245
Making Decisions: Rationality 201 Step 6: Evaluate Results 245
Making Decisions: Bounded Rationality 201
Making Decisions: The Role of Intuition 202 Types of Organizational Strategies 245
Making Decisions: The Role of Evidence-Based Corporate Strategy 247
Management 203 How Are Corporate Strategies Managed? 249
Types of Decisions and Decision-Making Creating Strategic Competitive Advantage 250

Conditions 204 The Role of Competitive Advantage 251
Types of Decisions 204 Competitive Strategies 253
Decision-Making Conditions 206
Current Strategic Management Issues 255
Decision-Making Styles 209 The Need for Strategic Leadership 256
Contents xi
The Need for Strategic Flexibility 256 Traditional Organizational Designs 298
Important Organizational Strategies for Today’s Simple Structure 299
Environment 257 Functional Structure 299
Divisional Structure 299
Module 2: Planning and Control
Techniques 267 Contemporary Organizational Designs 300
Team Structures 300
Techniques for Assessing Matrix and Project Structures 300
the Environment 267 The Boundaryless Organization 302
Environmental Scanning 267 Learning Organizations 303
Forecasting 268
Benchmarking 270
Techniques for Allocating CHAPTER 12

Resources 271 Managers and
Budgeting 271
Scheduling 272 Communication 310
Gantt Charts 272 Understanding Communication 311
Breakeven Analysis 276 What Is Communication? 311
Functions of Communication 312
Linear Programming 277
Methods of Interpersonal Communication 312
Contemporary Planning and Control Channels for Interpersonal Communication
Techniques 278 Techniques 313
Project Management 279
Effective Interpersonal Communication 316
Scenario Planning 280
How Distortions Can Happen in Interpersonal
Communication 316
Part Two: Continuing Case: Barriers to Effective Interpersonal Communication 317
Starbucks 282 Overcoming Barriers to Communication 319
Organizational Communication 321

Formal versus Informal Communication 322
PART THREE Direction of Communication Flow 322
Organizing
Organizational Communication Networks 323
Workplace Design and Communication 325
Information Technology and

CHAPTER 11 Communication 326
How Information Technology
Designing Organizational Affects Organizations 328
Structure 284 Privacy Issues 328
Communication Issues in Today’s

Designing Organizational Structure 285
Organizations 329
Work Specialization 285
Managing Communication in an Internet World 329
Departmentalization 287
Managing the Organization’s Knowledge Resources 331
Chain of Command 287
The Role of Communication in Customer Service 331
Span of Control 292
Getting Employee Input 332
Centralization and Decentralization 293
Communicating Ethically 332
Formalization 294
Mechanistic and Organic Structures 294
Contingency Factors Affecting Structural CHAPTER 13

Choice 296 Managing Human
Strategy and Structure 296
Size and Structure 296
Resources 339
Technology and Structure 297 The Human Resource Management Process 340
Environmental Uncertainty and Structure 298 Why Human Resource Management Is Important 340
xii Contents
Human Resources for Non–Human Resource Charismatic–Visionary Leadership 384

Managers 340 Team Leadership 386
External Factors That Affect the HRM Process 342
Leadership Issues in the Twenty-First
Identifying and Selecting Competent Century 388
Employees 345 Managing Power 389
Human Resource Planning 345 Developing Trust 389
Recruitment and Decruitment 347 Providing Ethical Leadership 391
Selection 348 Empowering Employees 391
Providing Employees with Needed Skills and Leading Across Cultures 392
Knowledge 352 Becoming an Effective Leader 393
Employee Orientation 352
Employee Training 353
CHAPTER 15
Retaining Competent and High-Performance
Employees 355
Motivating Employees 401
Employee Performance Management 355 What Is Motivation? 402
What Happens When Performance Falls Short? 356
Early Theories of Motivation 403
Compensation and Benefits 356
Maslow’s Hierarchy of Needs Theory 403
Career Development 358
McGregor’s Theory X and Theory Y 404
Contemporary Issues in Managing Human Herzberg’s Two-Factor Theory 405
Resources 358 McClelland’s Three-Needs Theory 406
Workforce Diversity 359
Contemporary Theories of Motivation 407
Managing Downsizing 359
Goal-Setting Theory 407
Managing Sexual Harassment 359
Reinforcement Theory 409
Managing Work–Life Balance 361
Designing Motivating Jobs 409
Controlling HR Costs 362
Equity Theory 412
Expectancy Theory 414
Part Three: Continuing Case: Integrating Contemporary Theories of Motivation 415
Starbucks 369
Current Issues in Motivation 417
Motivating in Tough Economic Circumstances 418
Managing Cross-Cultural Motivational Challenges 418
PART FOUR Motivating Unique Groups of Workers 419
Designing Effective Rewards Programs 422
Leading
CHAPTER 16
CHAPTER 14 Managing Groups
Leadership 372 and Teams 429
Who Are Leaders, and What Is Leadership? 373 Groups and Group Development 430
Early Leadership Theories 373 What Is a Group? 430
Trait Theories 374 Stages of Group Development 431
Behavioural Theories 375 Work Group Performance and Satisfaction 432
Contingency Theories of Leadership 378 External Conditions Imposed on the Group 433
The Fiedler Model 378 Group Member Resources 433
Hersey and Blanchard’s Situational Leadership® Group Structure 434
Theory 380 Group Tasks 441
Path–Goal Theory 381
Turning Groups into Effective Teams 442
Contemporary Views of Leadership 383 What Is a Work Team? 442
Leader–Member Exchange (LMX) Theory 384 Types of Work Teams 443
Transformational versus Transactional Leadership 384 Creating Effective Work Teams 444
Contents xiii
Current Challenges in Managing Teams 446 Contemporary Issues in Control 474

Managing Global Teams 446 Controlling Customer Interactions 474
Building Team Skills 448 Organizational Governance 475
Understanding Social Networks 448 Adjusting Controls for Cross-Cultural Differences and
Global Turmoil 476
Part Four: Continuing Case: Starbucks 455 Emerging Workplace Concerns 477
Module 3: Managing Operations 486
PART FIVE The Role of Operations Management 486
Controlling Services and Manufacturing

Managing Productivity 487
487
Strategic Role of Operations Management 488
CHAPTER 17 What Is Value Chain Management, and Why Is It

Important? 488
Managerial Controls: Evidence- What Is Value Chain Management? 489
Based Decision Making 458 Goal of Value Chain Management 489
Benefits of Value Chain Management 490
What Is Controlling, and Why Is It Important? 459
Why Is Control Important? 459 Managing Operations by Using Value Chain
Management 490
The Control Process 460
Requirements of Value Chain Management 491
Step 1: Measuring Performance 461
Obstacles to Value Chain Management 493
Step 2: Comparing Performance against Standard 462
Summary of Managerial Decisions 464 Current Issues in Managing Operations 494
Technology’s Role in Operations Management 495
Controlling for Organizational and Employee Quality Initiatives 496
Performance 465 Quality Goals 497
Performance Standards 465
Measures of Organizational Performance 466 Mass Customization and Lean Organization 498
Tools for Measuring Organizational

Performance 468 Part Five: Continuing Case: Starbucks 500
Feed-Forward Control 468
Concurrent Control 469
Endnotes 502
Feedback Control 470
Name and Organization Index 553
Financial Controls 470 List of Canadian Companies by Province 561
Information Controls 471 List of International Companies by Country 563
Balanced Scorecard 472 Glossary/Subject Index 567
Preface
The first edition of this book appeared in 1984 in the United States. As new theories and
research have been published, expanding our knowledge about what makes an effective
manager, the authors have been updating the book to reflect that knowledge. Students
have also changed since 1984; today’s students want more relevance from their
management textbook. They want both knowledge and skills. Students want to leave
class not only knowing what management is all about but also with the skills necessary
to help them succeed in today’s workplaces.
This course and this book are about management and managers. Managers are the one
thing that all organizations—no matter the size, kind, or location—need. And there’s no
doubt that the world managers face has changed, is changing, and will continue to
change. The dynamic nature of today’s organizations means both rewards and challenges
for the individuals who will be managing those organizations. Management is a dynamic,
chaging subject, and a textbook on management should reflect those changes to help
prepare you to manage under the current conditions in the workplace. Thus, we’ve pre-
pared this twelfth Canadian edition of Management to provide you with the best possible
understanding of what it means to be a manager confronting change.
General Content and Approach

The underlying philosophy of our textbook is that “management is for everyone.”
Students who are not managers, or do not envision themselves as managers, do not
always understand why studying management is important or relevant. We use examples
from a variety of settings and provide several different end-of-chapter applications, such
as Learning to Be a Manager, to help you understand the relevance of studying
management for your day-to-day life. And we have once again expanded the discussion
of ethics and social responsibility to reflect the commitment of today’s students to
making the world a better place. We have also broadened the discussion of adaptability
across all chapters—the need for managers to continuously scan for new opportunities
and then act strategically to take advantage of them. Design thinking is an emerging and
important trend in management that is also considered in this revision.
In this edition, we have continued to make enhancements that add to both learning
and instruction:
●● We’ve added a new chapter on managing diversity
●● A revised Starbucks continuing case is included in each Part
●● The new FYI feature offers interesting data to support the concepts in the text
●● Big data, machine learning, and artificial intelligence topics have been included
throughout the body of the text, in both examples and cases.
●● Additional coverage of design thinking principles has been added through out the
text.
●● The new Let’s Get Real feature in each chapter presents a dilemma and asks real-
world managers for their advice.
●● The end-of-chapter elements have been streamlined.
xvi Preface
What’s New
Content and examples throughout the text have been revised and updated. Key content
changes include the following:
Chapter 1: Introduction to Management and Organizations includes new coverage
of social media and sustainability, enhanced discussion of innovation and creativity as
contributors to building an adaptable organization, and a new case on Zappos’s holacracy.
Module 1: Management History has a new vignette on Canada Goose, as well as updated
exhibits and examples.
Chapter 2: Organizational Culture and the Organizational Environment explores
new trends in organizational culture such as workplace spirituality.
Chapter 3: Managing Diversity is a new chapter adapted from latest American edition
of the text and seated in the Canadian context.
Chapter 4: Managing in a Global Environment has updated information on interna-
tional trade alliances and agreements, as well as a new discussion of cultural intelligence
and global mindset. We’ve also updated the cases.
Chapter 5: Managing Entrepreneurially offers new coverage of start-ups and a discus-
sion of how existing companies can apply the entrepreneurial approach to developing new
products (drawing on lean methodologies). We’ve also updated vignette on Futurepreneur
Canada.
Chapter 6: Managing Responsibly and Ethically includes updated information about
and examples of sustainability and ethical management. We’ve added new cases on Tom’s
of Maine and Lehman Brothers.
Chapter 7: Innovation and Adaptability continues to focus on innovation to induce
change and design thinking. Updated coverage of Blackberry and its fall from grace runs
throughout the chapter and we’ve updated the cases.
Chapter 8: Decision Making has updated examples and a new case on Coca-Cola’s use
of big data.
Chapter 9: Foundations of Planning includes an updated vignette and a new case on
the Live Strong Foundation.
Chapter 10: Managing Strategically includes a new Management Reflection box on
big data and a new Ethics Dilemma about tracking consumers.
Module 2: Planning and Control Techniques has updated exhibits and examples.
Chapter 12: Managers and Communication has an enhanced focus on social media
and technology, and new coverage of the impact of workplace design on communication.
A new vignette looks at the use of Twitter by organizations.
Chapter 13: Managing Human Resources has updated statistics and a new case on
J. C. Penny.
Chapter 14: Leadership has updated vignettes, statistics, and examples, as well as a new
Management Reflection box on flexible leadership.
Chapter 15: Motivating Employees includes a new Ethics Dilemma on open-book
management.
Chapter 16: Managing Groups and Teams new vignette on MLSE and the Toronto
Raptors, as well as updated examples and statistics.
Chapter 17: Managerial Controls: Evidence-Based Decision Making includes s new
vignette on McCain Foods and their use of big data to inform decision making, updated
examples and statistics and a case on Visa’s data centre.
Preface xvii
Features
This new edition of Management continues to offer a rich variety of pedagogical features,
including the following:
●● Numbered learning outcomes at the opening of each chapter guide student learn-
ing. These are repeated in the margin at the start of each major chapter section to
reinforce the learning outcome.
●● A vignette opens each chapter and is threaded throughout the chapter to help stu-
dents apply a story to the concepts they are learning.
●● Think About It questions follow the vignette, as well as the return to the opening
story throughout the chapter, giving students a chance to put themselves into the
shoes of managers in various situations.
●● Management Reflections are longer examples designed to enhance student learn-
ing. Some address general managerial issues, while others focus on international
issues, ethics, or innovation.
●● The Summary and Implications section is organized around the learning out-
comes introduced at the beginning of each chapter.
Our end-of-chapter features provide students with a variety of opportunities to apply the
material right now, even if they are not managers:
●● Review and Discussion Questions. Students can review their understanding of
the chapter content and see the application of theory to management situations.
●● Ethics Dilemma. This exercise gives students an opportunity to consider ethical
issues that relate to chapter material, including values-led management and
sustainability.
●● Skills Exercise. To reflect the importance being placed on skills, each chapter has
this skills-based feature that encompasses the four management functions. The
feature includes lessons about a particular skill, steps in developing the skill, a
practice assignment to use the skill (often a mini-case), and a set of reinforcement
assignments to further work on accomplishing the skill.
●● Working Together: Team-Based Exercise. Students get a chance to work
together in groups to solve a management challenge.
●● Learning to Be a Manager. Students can apply chapter material to their daily
lives, helping them see that planning, leading, organizing, and controlling are use-
ful in one’s day-to-day life too. This feature suggests activities and actions students
can do right now to help them prepare to become a manager.
●● Case Applications. Each chapter has two decision-focused cases that ask students
to determine what they would do if they were in the situation described.
●● Continuing Case. Each part ends with the Starbucks Continuing Case that helps
reinforce the part’s themes with this well-known, real-world management exam-
ple. Each installment of the case ends with discussion questions.
Student Supplements
MyLab Management delivers proven results in helping individual students succeed. It
provides engaging experiences that personalize, stimulate, and measure learning for each
student. Students and instructors can make use of the following online resources:
●● Study Plan. As students work through the MyLab Study Plan, they can clearly see
which topics they have mastered—and, more importantly, which they need to
xviii Preface
work on. Each question has been carefully written to match the concepts, lan-
guage, and focus of the text, so students can get an accurate sense of how well
they’ve understood the chapter content.
●● Personal Inventory Assessment (PIA). Students learn better when they can con-
nect what they are learning to their personal experience. PIA is a collection of
online exercises designed to promote self-reflection and engagement in students,
enhancing their ability to connect with concepts taught in principles of manage-
ment, organizational behaviour, and human resource management classes. Assess-
ments can be assigned by instructors, who can then track students’ completions.
Student results include a written explanation along with a graphic display that
shows how their results compare to the class as a whole. Instructors will also have
access to this graphic representation of results to promote classroom discussion.
●● NEW Mini-Simulations. New Mini-Simulations walk students through key busi-
ness decision-making scenarios to help them understand how management deci-
sions are made. Students are asked to make important decisions relating to core
business concepts. At each point in the simulation, students receive feedback to
help them understand the implications of their choices in the management envi-
ronment. These simulations can now be assigned by instructors and graded
directly through MyLab Management.
●● MediaShare. Consisting of a curated collection of videos and customizable, auto-
scored assignments, MediaShare helps students understand why they are learning
key concepts and how they will apply those in their careers. Instructors can also
assign favourite YouTube clips or original content and employ MediaShare’s pow-
erful repository of tools to maximize student accountability and interactive learn-
ing, and provide contextualized feedback for students and teams who upload
presentations, media, or business plans.
●● Lesson Presentations. In some chapters, interactive Lesson Presentations allow
students to study key chapter topics and work through interactive assessments to test
their knowledge and mastery of marketing concepts. Robust Interactive Lesson Pre-
sentation Assignments and Discussion Questions have been created for each Interac-
tive Lesson Presentation. Assignments and Discussion Questions for this course.
●● Learning Catalytics. Learning Catalytics is a “bring your own device” student
engagement, assessment, and classroom intelligence system. It allows instructors
to engage students in class with a variety of question types designed to gauge stu-
dent understanding.
●● Dynamic Study Modules. These study modules allow students to work through
groups of questions and check their understanding of foundational management
topics. As students work through questions, the Dynamic Study Modules assess
their knowledge and only show questions that still require practice. Dynamic Study
Modules can be completed online using a computer, tablet, or mobile device.
Instructor Supplements
These instructor supplements are available for download from a password-protected
section of Pearson Canada’s online catalogue (www.pearsoncanada.ca/highered).
Navigate to your book’s catalogue page to view a list of available supplements. Speak to
your local Pearson sales representative for details and access.
Instructor’s Manual. This manual includes detailed lecture outlines, answers, and teach-
ing suggestions for the end-of-chapter questions and activities, and teaching notes.
PowerPoint Slides. This practical set of PowerPoint slides outlines key concepts discussed
in the text—correlated to the learning objectives—and includes selected tables and figures,
as well as detailed speaking notes.
Preface xix
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Acknowledgments
We want to thank Colin Conrad, a masters of electronic commerce student, who helped
edit the manuscript. His background in economics and philosophy and his fearless
nature assisted us in more clearly conveying the material for the reader. Thank you,
Colin!
We also want to acknowledge the many reviewers of this textbook for their detailed
and helpful comments. The following reviewers, plus others who choose to remain
anonymous, provided feedback on the eleventh Canadian edition or the manuscript for
the twelfth Canadian edition:
Jai Goolsarran, Centennial College
DJ Fuller, Fraser International
Mary Ann Lesperance, Niagara College
Michael O’Sullivan, McMaster University
Larry Chung, Camosun College
Christian Cook, Mont Royal University
Vera Dodds, McMaster University
Steve Robbins would also like to thank his wife, Laura, for her encouragement and sup-
port. Mary Coulter would like to thank her husband and family for being supportive and
understanding and for patiently enduring her many hours at the computer! And Mary
would like to acknowledge her Wednesday night Bible study class . . . you ladies have been
so supportive of me and you continue to be an important part of my life. Thank you!
Ed Leach and Mary Kilfoil dedicate this book to their parents, Charles and Florence
Leach and Gerald and Joan Kilfoil, who have taught them so much. In addition, they
would like to thank their students, who have been the inspiration for this edition. Thank
you all for keeping it so interesting!
About the Authors
Stephen P. Robbins received his Ph.D. from the University of Arizona. He
previously worked for the Shell Oil Company and Reynolds Metals Company and has
taught at the University of Nebraska at Omaha, Concordia University in Montreal, the
University of Baltimore, Southern Illinois University at Edwardsville, and San Diego State
University. He is currently professor emeritus in management at San Diego State.
Dr. Robbins’s research interests have focused on conflict, power, and politics in
organizations, behavioural decision making, and the development of effective
interpersonal skills. His articles on these and other topics have appeared in such journals
as Business Horizons, California Management Review, Business and Economic Perspectives,
International Management, Management Review, Canadian Personnel and Industrial Relations,
and The Journal of Management Education.
Dr. Robbins is the world’s best-selling textbook author in the areas of management
and organizational behaviour. His books have sold more than 7 million copies and
have been translated into 20 languages. His books are currently used at more than 1500
U.S. colleges and universities, as well as hundreds of schools throughout Canada, Latin
America, Australia, New Zealand, Asia, Europe, and the Arab World.
Dr. Robbins also participates in masters track competition. Since turning 50 in 1993,
he’s won 23 national championships and 14 world titles. He was inducted into the U.S.
Masters Track & Field Hall of Fame in 2005.
Mary Coulter received her Ph.D. from the University of Arkansas. She held different
jobs including high school teacher, legal assistant, and city government program planner
before completing her graduate work. She has taught at Drury University, the University
of Arkansas, Trinity University, and Missouri State University. She is currently professor
emeritus of management at Missouri State University. In addition to Management, Dr.
Coulter has published other books with Pearson including Fundamentals of Management
(with Stephen P. Robbins), Strategic Management in Action, and Entrepreneurship in Action.
When she’s not busy writing, Dr. Coulter enjoys puttering around in her flower gardens,
trying new recipes, reading all different types of books, and enjoying many different
activities with husband Ron, daughters and sons-in-law Sarah and James, and Katie and
Matt, and most especially with her two grandkids, Brooklynn and Blake, who are the
delights of her life!
Ed Leach received his Ph.D. in computing technology in education from Nova

Southeastern University in Ft. Lauderdale, Florida, and an MBA from the University of
Western Ontario. Prior to completing his graduate work, Dr. Leach was an entrepreneur
who also taught in the professional programs of the Society of Management Accountants
and the Purchasing Management Association of Canada. His interest in working with
entrepreneurs continued after joining Dalhousie University, where he mentored lead
entrepreneurs during the start-up phase of their technology businesses, including
two IPOs. Dr. Leach is an award-winning professor who developed the introductory
management course at Dalhousie and taught it since its inception in 1999. Dr. Leach
is now the director of education at CEED Centre for Entrepreneurship Education and
Development in Halifax. His research interests lie in the field of entrepreneurship and
specifically the role of creativity in triggering innovation. Dr. Leach served as the director
of the Norman Newman Centre for Entrepreneurship from 2009 until 2017, in the
Rowe School of Business, Dalhousie University, and is a past president of the Canadian
Council for Small Business and Entrepreneurship (CCSBE), 2006. When he is not busy
teaching, he enjoys cooking and spending time with family, especially his and Mary’s
four grandchildren.
xxii About the Authors
Mary Kilfoil received her Ph.D. from Dalhousie University and her master’s degree
from Carleton University, in economics. Dr. Kilfoil is the Director of the Norman Newman
Centre for Entrepreneurship at Dalhousie University and academic lead for the Centre’s
Launch Dal entrepreneurship programming—open to students and researchers across all
faculties and the community at large. Mary led the team that brought the Starting Lean
course to Dalhousie University in the fall of 2012. The course provides an innovative
experiential approach to entrepreneurship by combining Lean Launchpad methodologies,
a flipped classroom, and accomplished mentors—in 2013, it was listed in Academia’s Top
10 courses in Canada. Dr. Kilfoil has taught the introductory management course as well
as courses in entrepreneurship, innovation, economics, program evaluation, and research
methods at Dalhousie University and received the National Entrepreneurship Educator
of the Year award by Startup Canada in 2014. Dr. Kilfoil also has more than 20 years’
experience in the private sector and held the position of senior economist at Gardner
Pinfold Consultants, one of Canada’s leading firms specializing in economic analysis.
She has extensive experience as a researcher in the field of innovation, entrepreneurship,
and economic analysis and policy, with over 80 major reports and publications to her
credit. Her research interests are in the area of network analysis, opportunity recognition,
and effectuation. When she is not busy working, she enjoys spending time with family,
gardening, outdoor recreational activities, and travelling.
PART ONE DEFINING THE MANAGER’S TERRAIN CHA P TE R ❶
Introduction to Management
and Organizations
Learning Outcomes
In this chapter, we’ll introduce you to who managers are and what
they do. One thing you’ll discover is that the work managers do is ➊ Explain why managers are important
to an organization.
vitally important to organizations. But you’ll also see that being a
➋ Tell who managers are and where
manager—a good manager—isn’t easy. The best companies they work.
and organizations are more flexible, more efficient, and more ➌ Describe the functions, roles, and
skills of managers.
adaptable. After reading and studying this chapter, you will ➍ Describe the factors that are
reshaping and redefining the
achieve the following learning outcomes. manager’s job.
➎ Explain the value of studying
management.
When Dani Reiss graduated with his bachelor’s degree Much of Canada Goose’s success is tied to its brand. “I
from the University of Toronto, he didn’t imagine he used to be a brand skeptic; I thought they were all about mar-
would soon be running Canada Goose Inc., one of Canada’s keting,” says Reiss. However, after speaking to customers he
most successful companies. “After graduating, I wanted to be a started to find meaning in the brand and what it represents. “I
short story writer,” says Reiss. “I never wanted to join the family learned that people around the world really liked that it was
business.”1 Yet he started his career in 1996 with a summer job Canadian, that it was authentic.” Reiss recognizes the socially
working at his father’s niche clothing company. Dani took over responsible role managers play in society. With over 1300
the company in 2001, and Canada Goose has since grown employees, Reiss’s responsibility has grown beyond his family
from a $3 million parka business to a $300 million international name. While competitors manufacture clothing abroad, Canada
operation featuring one of Canada’s most recognizable brands. Goose clothing continues to be manufactured in Canada, and
Today, Canada Goose shows no signs of slowing down. It the company is committed to continuing its Canadian manufac-
plans to launch a new line of spring clothing and its first physical turing operation as it expands. Canada Goose also raises
storefronts in Toronto and New York.2 money for Polar Bears International through its sales, which has
become an important part of its brand.
Rick Madonik/ZUMAPRESS/Newscom
2 Part 1 DEFINING THE MANAGER’S TERRAIN
Think About It
What kinds of skills do managers need? Put yourself in Dani Reiss’s shoes. What kinds of
leadership skills would you need to manage 1300 employees? Is managing in a clothing business
different from managing in any other organization? What type of time management skills are
needed to manage a complex manufacturing operation? Do other organizations share Reiss’s
commitment to society? Why or why not?
What are today’s successful managers like, and what skills do they need in dealing with
the problems and challenges of managing in the twenty-first century? This text is about
the important work that managers do. Like many students, you’ve probably had a job (or
two) at some time or another while working on your degree. You may also have partici-
pated in organized team sports. Your work and team experiences, regardless of where
you’ve experienced them, are likely to have been influenced by the skills and abilities of
your manager or coach. The reality facing today’s managers—and that might include you
in the near future—is that the world is changing. In workplaces of all types—offices,
stores, labs, restaurants, factories, and the like—managers deal with changing expecta-
tions and new ways of managing employees and organizing work. In this chapter, we
introduce you to managers and management by looking at (1) why managers are impor-
tant, (2) who managers are and where they work, and (3) what managers do. Finally, we
wrap up the chapter by (4) looking at the factors reshaping and redefining the manager’s
job and (5) discussing why it’s important to study management.
Why Are Managers Important to an

Organization?
➊ Explain why managers What can a great boss do?
are important to an
organization. ●● Inspire you professionally and personally
●● Energize you and your coworkers to accomplish things together that you couldn’t
get done by yourself
●● Provide coaching and guidance with problems
●● Provide you feedback on how you’re doing
●● Help you to improve your performance
●● Keep you informed of organizational changes
●● Change your life3
If you’ve worked with a manager like this, consider yourself lucky. Such a manager can
make going to work a lot more enjoyable and productive. However, even managers who
don’t live up to such lofty ideals and expectations are important to organizations. Why?
Let’s look at three reasons. The first reason managers are important is because organiza-
tions need their managerial skills and abilities more than ever in uncertain, complex, and
chaotic times. As organizations deal with today’s challenges—the worldwide economic
climate, changing technology, ever-increasing globalization, and so forth—managers
play an important role in identifying critical issues and crafting responses.
For example, at LVMH, the world’s luxury-goods leader, you’d expect to find a team of
exceptionally talented and creative innovators like Karl Lagerfeld, Carol Lim, Marc Jacobs,
and Phoebe Philo. In the luxury-goods business, creative design and prestigious brands
are vital. But it takes more than that to be successful. In this competitive industry, it takes
more than creative design . . . there has to be a focus on commercial potential. That’s
why, behind the scenes, you’d also find a team of managers who scrutinize ideas and
Chapter 1 Introduction to Management and Organizations 3
focus on the question: Is this marketable? These managers realize what is critical to suc-
cess. The opposite “types” have worked together and created a successful business.4
Another reason why managers are important to organizations is because they’re critical to
getting things done. For instance, AT&T has some 6750 general managers who manage the
work of thousands of frontline employees.5 These managers deal with all kinds of issues as
the company’s myriad tasks are carried out. They create and coordinate the workplace envi-
ronment and work systems so that others can perform those tasks. Or, if work isn’t getting
done or isn’t getting done as it should be, they’re the ones who find out why and get things
back on track. And these managers are key players in leading the company into the future.
Finally, managers do matter to organizations! How do we know that? The Gallup Orga-
nization, which has polled millions of employees and tens of thousands of managers,
has found that the single most important variable in employee productivity and loyalty
isn’t pay or benefits or workplace environment—it’s the quality of the relationship
between employees and their direct supervisors.6
In addition, global consulting firm Towers Watson found that the way a company
manages and engages its people can significantly affect its financial performance.7 That’s
scary considering another study by Towers Watson that found only 42 percent of respon-
dents think their leaders inspire and engage them.8 In yet another study by different
researchers, 44 percent of the respondents said their supervisors strongly increased
engagement.9 However, in this same study, 41 percent of respondents also said their
supervisors strongly decreased engagement. And a different study of organizational per-
formance found that managerial ability was important in creating organizational value.10
So, as you can see, managers can and do have an impact—positive and negative. What
can we conclude from such reports? Managers are important—and they do matter!
Who Are Managers and Where Do They Work?

Managers may not be who or what you might expect! Managers can range in age from ➋ Tell who managers are
18 to 80+. They run large corporations, medium-size businesses, and entrepreneurial start-ups. and where they work.
They’re also found in government departments, hospitals, not-for-profit agencies, museums,
schools, and even nontraditional organizations such as political campaigns and music tours.
Managers can also be found doing managerial work in every country on the globe. In addition,
some managers are top-level managers while others are first-line managers. And today, manag-
ers are just as likely to be women as they are men; however, the number of women in top-level
manager positions remains low—only 21 women were CEOs of Fortune 500 corporations in
2016.11 But no matter where managers are found or what gender they are, managers have excit-
ing and challenging jobs!
Think About It
Managers fill different roles in different parts of an organization. When Dani Reiss started
working at his parents’ company, he filled a number of roles ranging from stocking to
supervising the factory line. Early on, he also spent time with the company’s sales managers on
visits to potential customers abroad. Later, he took executive leadership of the company as the
president and CEO. Having managerial experience of the different areas of the company was
instrumental to Reiss’s long-run success.
By having a variety of managerial experiences, Dani Reiss was able to form an understanding
of his company that was both broad and deep. He was able to not only relate to different aspects
of the business, but also to form relationships with other managers and employees throughout
the company. How would this knowledge affect the ways that Reiss makes decisions?
Who Is a Manager?
It used to be fairly simple to define who managers were: They were the organizational
members who told others what to do and how to do it. It was easy to differentiate
managers from nonmanagerial employees. But it isn’t quite so simple anymore. In many
organizations, the changing nature of work has blurred the distinction between manag-
ers and nonmanagerial employees. Many nonmanagerial jobs now include managerial
activities.12 At General Cable Corporation’s facility in Moose Jaw, Saskatchewan, for
example, managerial responsibilities are shared by managers and team members. Most of
the employees are cross-trained and multiskilled. Within a single shift, an employee may
be a team leader, an equipment operator, a maintenance technician, a quality inspector,
and an improvement planner.13 Or consider an organization like Morning Star Com-
pany, the world’s largest tomato processor, where no employees are called managers—
just 400 full-time employees who do what needs to be done and who “manage” issues
such as job responsibilities, compensation decisions, and budget decisions.14 Sounds
crazy, doesn’t it? But it works—for this organization.
manager Someone who So, how do we define who managers are? A manager is someone who works with and
coordinates and oversees the work through other people by coordinating their work activities in order to accomplish organi-
of other people so organizational
zational goals. A manager’s job is not about personal achievement—it’s about helping
goals can be accomplished
others do their work and achieve. That may mean coordinating the work of a departmen-
tal group, or it might mean supervising a single person. It could involve coordinating the
work activities of a team composed of people from several different departments or even
people outside the organization, such as temporary employees or employees who work
for the organization’s suppliers. Keep in mind, also, that managers may have other work
duties not related to coordinating and integrating the work of others. For example, an
insurance claims supervisor may process claims in addition to coordinating the work
activities of other claims clerks.
Types of Managers
How can managers be classified in organizations? In traditionally structured organiza-
tions (often pictured as a pyramid because more employees are at lower organizational
levels than at upper organizational levels), managers can be classified as first-line, mid-
first-line (or front-line) managers dle, or top. (See Exhibit 1-1.) At the lowest level of management, first-line (or front-
Managers at the lowest level of the line) managers manage the work of nonmanagerial employees who typically are
organization who manage the work
involved with producing the organization’s products or servicing the organization’s cus-
of nonmanagerial employees who
are directly or indirectly involved tomers. These managers often have titles such as supervisors or even shift managers, district
with the production or creation of managers, department managers, or office managers. Middle managers manage the work of
the organization’s products first-line managers and can be found between the lowest and top levels of the
middle managers Managers
between the first-line level and the
top level of the organization who
manage the work of first-line
managers Exhibit 1-1
Managerial Levels
Top
Managers
Middle Managers
First-Line Managers
Nonmanagerial Employees
Chapter 1 Introduction to Management and Organizations 5
organization. They may have titles such as regional manager, project leader, store manager,
or division manager. At the upper levels of the organization are the top managers, who top managers Managers at or
are responsible for making organization-wide decisions and establishing the plans and near the top level of the
organization who are responsible
goals that affect the entire organization. These individuals typically have titles such as
for making organization-wide
executive vice president, president, managing director, chief operating officer, or chief executive decisions and establishing the
officer. plans and goals that affect the
Not all organizations get work done using this traditional pyramidal form, however. entire organization
Some organizations are more flexible and loosely structured with work being done by
ever-changing teams of employees who move from one project to another as work
demands arise. Although it’s not as easy to tell who the managers are in these organiza-
tions, we do know that someone must fulfill that role—that is, there must be someone
who works with and through other people by coordinating their work to accomplish
organizational goals. This holds true even if that “someone” changes as work tasks or
projects change or that “someone” doesn’t necessarily have the title of manager.
Where Do Managers Work?

It’s obvious that managers work in organizations. But what is an organization? It’s a organization A deliberate
deliberate arrangement of people to accomplish some specific purpose. Your college or arrangement of people who act
together to accomplish some
university is an organization; so are fraternities and sororities, government departments,
specific purpose
churches, Google, your neighbourhood grocery store, the United Way, the Toronto Rap-
tors, and your local hospital. All are considered organizations and have three common
characteristics. (See Exhibit 1-2.)
First, an organization has a distinct purpose typically expressed through goals the
FYI
organization hopes to accomplish. Second, each organization is composed of people. It • Frontline managers directly
takes people to perform the work that’s necessary for the organization to achieve its goals. supervise some 80 percent of
Third, all organizations develop a deliberate structure within which members do their the total workforce.15
work. That structure may be open and flexible, with no specific job duties or strict adher- • 10.8 million middle managers
ence to explicit job arrangements. For instance, most big projects at Google (at any one were in the U.S. workforce in
time, hundreds of projects are in process simultaneously) are tackled by small, focused 2012 while in Canada in the
employee teams that set up in an instant and complete work just as quickly.17 Or the same time period, 1.6 million
structure may be more traditional—like that of Procter & Gamble or General Electric or Canadians were employed as
any large corporation—with clearly defined rules, regulations, job descriptions, and middle managers.16
some members identified as “bosses” who have authority over other members.
MANAGEMENT REFLECTION F O CUS ON INNOVAT ION
Is It Still Managing When What You’re Managing

Are Robots?
While this text presents a fairly accurate description of today’s workplace, you’re
going to spend most of your worklife in the future. What will that worklife look
like? How will it be different from today? The workplace of tomorrow is likely to
include workers that are faster, smarter, more responsible—and who just happen to be
robots.18 Are you at all surprised by this statement? Although robots have been used
in factory and industrial settings for a long time, it’s becoming more common to find
robots in the office, and it’s bringing about new ways of looking at how work is done
and at what and how managers manage. So what would the manager’s job be like man-
aging robots? And even more intriguing is how these “workers” might affect how
human coworkers interact with them.
As machines have become smarter, researchers have been looking at human–
machine interaction and how people interact with the smart devices that are now such
an integral part of our professional and personal lives. One conclusion is that people
find it easy to bond with a robot, even one that doesn’t look or sound anything like a
real person. In a workplace setting, if a robot moves around in a “purposeful way,”

people tend to view it, in some ways, as a coworker. People name their robots and can
even describe the robot’s moods and tendencies. As telepresence robots become more
common, the humanness becomes even more evident. For example, when Erwin
Deininger, the electrical engineer at Reimers Electra Steam, a small company in Clear
Brook, Virginia, moved to the Dominican Republic when his wife’s job transferred her
there, he was able to still be “present” at the company via his VGo robot. Now “robot”
Deininger moves easily around the office and the shop floor, allowing the “real”
Deininger to do his job just as if he were there in person. The company’s president,
satisfied with how the robot solution has worked out, has been surprised at how he
acts around it, feeling at times that he’s interacting with Deininger himself.
There’s no doubt that robot technology will continue to be incorporated into orga-
nizational settings. The manager’s job will become even more exciting and challeng-
ing as humans and machines work together to accomplish an organization’s goals. ■
What Are the Functions, Roles, and

Skills of Managers?
➌ Describe the functions, Managers plan, lead, organize, and control, and Dani Reiss, as chief executive officer of
roles, and skills of Canada Goose, certainly carries out all these tasks. He has to coordinate the work activities of
managers.
the entire company efficiently and effectively. Just as important to Reiss is his commitment to
his employees and the maintenance of the brand integrity. With sales in over 50 countries, Reiss
found that it made sense to find new ways of scaling for international business. In 2013, Reiss
made a difficult decision to sell a majority stake in his company to Bain Capital, a Boston-based
firm, while maintaining his position as CEO and a 10 percent minority stake in Canada Goose.
The results have been positive, and Reiss’s decision is credited with helping the firm grow
quickly19 while maintaining the brand integrity.
Think About It
As a manager, Dani Reiss needs to plan, lead, organize, and control, and he needs to be efficient
and effective. How might Reiss balance the needs for growth while maintaining Canada Goose’s
values? What skills are needed for him to plan, lead, organize, and control effectively? What
challenges does he face performing these functions while running an international business?
So, how do we define who managers are? A manager is someone who works with and
through other people by coordinating their work activities in order to accomplish organi-
zational goals. A manager’s job is not about personal achievement—it’s about helping
others do their work and achieve. That may mean coordinating the work of a departmen-
tal group, or it might mean supervising a single person. It could involve coordinating the
work activities of a team composed of people from several different departments or even
people outside the organization, such as temporary employees or employees who work
for the organization’s suppliers. Keep in mind, also, that managers may have other work
duties not related to coordinating and integrating the work of others. For example, an
insurance claims supervisor may also process claims in addition to coordinating the work
activities of other claims clerks.
Simply speaking, management is what managers do. But that simple statement does
management Coordinating work not tell us much, does it? A more thorough explanation is that management is coordi-
activities with and through other nating work activities with and through other people so that the activities are completed
people so the activities are
completed efficiently and effectively
efficiently and effectively. Management researchers have developed three specific categori-
zation schemes to describe what managers do: functions, roles, and skills. In this section,
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CHAPTER XXI
A distinguished Salon—The Duke’s Homage—Quietism—The disastrous Edict—

The writing on the Window-pane—The persecution of the Huguenots—The
Pamphleteers—The story of Jean Larcher and The Ghost of M. Scarron—The
two Policies.
“The house of Mademoiselle de L’Enclos,” writes a contemporary

author, “was then, 1694, the rendezvous of the persons of the Court and
of the city who were regarded as the most intellectually gifted and
estimable. The house of Ninon was, perhaps, in these latter years of her
life, the only one where talent and wit found fair breathing-room, and
where the time was passed without card-playing and without ennui, and
until the age of eighty-seven she was sought by the best company of the
time.”
“And,” writes another eminent chronicler—

“Ninon had illustrious friends of all sorts, and showed such wit and tact
that she never failed to keep them in good humour with each other; or at
all events free of petty differences. Her friends were of the most refined
and mentally gifted of the people of the Court; so that it was esteemed
very desirable to mingle with them in her salon. There was never any
gaming, nor loud laughter, nor disputing, nor religious or political
discussion, but much flow of wit, and conversing on topics new and old,
subjects of sentiment or of gallantry, but these never transgressing the
bounds of good taste. All was delicate, graceful, well-balanced, and
furnished themes which she was well able to render full of interest from
her stores of memories of so many past years. The consideration she
had acquired, the number and distinction of her friends and
acquaintance, continued to be her attraction when the charm of her
beauty had faded. She knew all about the intrigues of the present Court,
as of the old, serious and otherwise. Her conversation was charming,
disinterested, frank, guarded, and accurate at every point, and almost to
a weakness blameless and pure. She frequently assisted her friends with
money, and would enter for them into important negotiations, and ever
faithfully guarded money and secrets entrusted to her keeping. All these
things won for her a repute and respect of the most marvellous kind.”
Such, on the testimony of the Marquis de la Fare and of St Simon,

was the Ninon de L’Enclos of the closing years of her life and of the
century. She herself records, with pardonable pride, that “when the
great Condé used to meet her out driving, he would descend from
his carriage, and cause the window of hers to be let down, that he
might offer her his compliments.”
It has been said that Paris no longer had any salon except hers
where people of wit and breeding and celebrity forgathered. There
came Racine, her near neighbour, Boileau, Fontenelle, la Fontaine,
Huydens, Bussy Rabutin, Charleval, Montreuil, la Fare, Benserade,
Desmarets, Quinault, La Bruyère, and with them many of the
prominent men and women of the Court. Thither also came
frequently Fénelon, and it was in Ninon’s salon that his relative,
Madame Guyon, first expounded her doctrine of Quietism.
Now and again Madame de Maintenon would come to the rue des
Tournelles, and Ninon concedes that she had the good taste not to
unduly assert herself on these occasions; though the air of strict and
devout propriety seemed ever more and more to enfold her. At that
time she showed considerable favour to the theories of Madame
Guyon and of Fénelon; but the Jesuit Père la Chaise had small
appreciation of anything savouring of liberty of conscience, and the
Edict of Nantes was imminent, the evil thing engendered in the brain
of the trio ruling him whose proud mottoes, “Nec pluribus impor,”
“Vires acquiret eundo,” so belied the weak, superstitious shadow into
which the Grand Monarque had faded.
Louis’s liking for his Huguenot subjects had always been so
entirely of the smallest, that it verged on hatred. Thanks to Mazarin’s
plan of mental cultivation for him, his understanding of the doctrinal
questions at issue between Catholic and Calvinist was so
infinitesimal as to be of no account. It was his arrogant claim of
authority over the minds and bodies of his subjects, far more than
any spiritual convictions, which needed but the representations of
Madame de Maintenon, of the egotistical, vain and unsympathetic
minister Louvois, and of the Jesuit intolerance of Père la Chaise, to
fire the smouldering flame of extermination of the “reformed”
Christianity of France; and on the 22nd of October, 1685, was re-
enacted the new version of the tragedy of St Bartholomew, the chief
rôle in it played by the descendant of the murdered Coligny’s friend,
who had been the progenitor of Françoise d’Aubigné, the ambitious
Madame Louis Quatorze. Gentle and patient in adversity, as
Scarron’s wife, admirable, and perhaps really lovable, in that far-off
day when she did not even then scruple, and successfully, to win her
friend Ninon’s lover away from her—a fact by no means forgotten,
nor likely to be, recorded as Monsieur de Villarceaux had recorded it
at the time on a window of “the Yellow Room” in the rue des
Tournelles. There, diamond-graven on the pane of glass, that erotic
quatrain proclaimed the charms of Françoise as unmistakably as
ever; and though Ninon had no part in it, somehow the lines found
their way into Monsieur Loret’s journal, and forthwith it created other
couplets, which commemorated more than one incident in the life of
Madame Louis Quatorze. The precious rhyming ran into several
verses, varied only by the several names of Madame’s former
admirers, starting gaily with Monsieur de Villarceaux:
“On est ravi que le roi notre sire,
Aime la d’Aubigné
Moi, Villarceaux, je mén créve de rire,
Hi! hé! hi! hi! hi! hé!
Puis je dirai, sans être plus lestes,
Tu n’as que mes restes,
Toi!
Tu n’as que nos restes,” etc. etc.
Briefly, the French nation looked with contempt on the left-handed

marriage contracted by the king. Madame de Maintenon, less a bigot
than an assumed one, hypocritical, ambitious, wrapped about in a
veil of piety, ruled Louis to the disaster of the country. She was
calmly, ruthlessly cruel in her methods of fostering the natural
passion of Louis for getting all under his own control. Not content
with the grasp of government which Richelieu had bequeathed to
him, and he had retained with iron hand, he only too readily allowed
himself to be urged to acquire the grip of the consciences of his
subjects. The Edict of Nantes, established by the other great king,
which had brought peace to the distracted land, and permitted the
Protestants freedom of worship after their own simple forms, was
revoked, religious intolerance was once more rampant, and to such
a degree, that a few months later, a second edict deprived the
Huguenots of keeping their children. The quick death of the night of
St Bartholomew only took on now the guise of slow torture,
prolonged into years, which witnessed the departure of an
industrious community, and sowed the dragon’s teeth of revolution,
which in less than another hundred years was to ripen into such
fearful harvesting. Discontent prevailed, deep hatred rankled against
the despotism of Versailles. The faults of Louis, glaring as they had
ever been, had hitherto been toned in the eyes of his people by the
brilliancy and glory of martial successes, and of great achievement in
civil government; but victory was no longer constant, and the Thirty
Years’ War had exhausted the public funds.
The enormous prodigality of the king’s mode of life was beginning
to be more and more recognised for the evil it was. The Sun-King’s
light was fast dimming; the people no longer worshipped from afar,
and the death-stroke to his popularity and renown waned as the
domination of Madame de Maintenon waxed ever more powerful.
The pamphleteers fell to work. Many such productions found
circulation in spite of the efforts of the police to run them to earth.
One of marked effect was entitled, The Sighs of Enslaved France for
Liberty, and was widely read. The liberal sentiments of the
pamphlets made deep impression. When they were detected in any
person’s possession, the unfortunate students were forthwith
conducted to the torture-chamber or the Bastille; and while stricture
on Louis was harshly enough dealt with, it was mild compared with
any attacks on Madame de Maintenon. The king was so entirely
conscious of the great political mistake he had made in his marriage
with her, that it enraged him to be reminded of it. One of the tractates
was called The Ghost of M. Scarron, and it was adorned with a
picture parodying the statue of Louis on the Place des Victoires,
whose four allegorical figures of its pedestal were replaced in the
pamphlet picture by the figures of la Vallière, de Montespan,
Fontanges, and de Maintenon. One morning the king found a copy of
this literary effort under his breakfast napkin, and Madame Louis
Quatorze also found one under hers. It was the princes of the blood
who were her most bitter enemies, and their powerful influence
fomented the enmity, and contrived to defeat, again and again, the
endeavours of Monsieur de la Reynie, the lieutenant of police, to
bring the pamphleteers to “justice.”
The Ghost of M. Scarron was the crowning offence, and Monsieur
de la Reynie was summoned to Versailles, and commanded at any
cost to track down the authors of this pamphlet.
It was a fearful dilemma for Monsieur de la Reynie; that it would
end in his disgrace he could not doubt, and whenever the king
chanced to see the unhappy lieutenant, he flung reproaches at him
on account of the terrible “ghost.”
Curious chance came to the rescue of Monsieur de la Reynie; but
to the undoing and judicial murder of an innocent man, one Jean
Larcher, ending up with a horrible tragedy. This Jean Larcher, who
had sustained a loss of some 5000 livres, which had been stolen
from his house, came to the lieutenant of police to lodge his
complaint, in the hope that the thief might be traced. No sooner had
he given his name, than Monsieur de la Reynie summoned a police
officer, and whispering a few words in his ear, bade him accompany
Larcher, who was a bookbinder, to his house in the rue des Lions St
Paul. Larcher, delighted at the prompt and interested attention
shown him, grew communicative as he went along, and gave the
officer much information as to the exact position of the receptacles in
which he stored his money and stock in trade. On arriving, the
officer, changing his courteous demeanour, called to two of the small
throng of soldiers and police standing about in front of the
bookbinder’s door, and bidding them keep him well in their charge,
and follow him upstairs in company with another officer, went first to
a room on the first floor, where he told the man to climb to the top of
a certain cupboard, loaded with papers and pamphlets ready for the
binder, and bring them down. Selecting one of these, the officer
placed it in the hands of Larcher, who turned white as a sheet, for it
was a copy of The Ghost of M. Scarron. The unfortunate man,
without more ado, was hurried off under arrest to the Châtelet, and
thence, before any great loss of time, to the torture-chamber, three
times suffering there, and finally to the gibbet, where he died bravely,
and firmly asserting his innocence to the last.
There came a time when he was justified. The whole matter
proved to be an infamous plot, concocted by a scoundrel who had an
intrigue with Larcher’s wife. This man was Larcher’s assistant, and
afterwards married the widow. At a later time Larcher’s son
discovered that the wretched fellow had placed the pamphlets where
they were come upon in Larcher’s house, and then had written an
anonymous letter to Monsieur de la Reynie, informing him of where
they were to be found. On tracking the exact truth and circumstances
of this abominable treachery, the young man broke, in the dead of
night, into the house where the couple lived, and murdered both. He
was arrested; but he was saved from public death by brain-fever,
which struck him down while he was in prison.
At the time of the conviction of Larcher, it was more than believed
that he was innocent; but, in the first place, M. de la Reynie had his
own safety and position to consider, and somebody had to bear the
brunt; and secondly, riding very hard on the heels of it, Larcher was
a Protestant, and furthermore guilty of the enormity of remaining in
communication with his child, who had been sent for protection to
England.
The pope was far more tolerant in his desires for dealing with the
French Protestants, than was the quartette at Versailles. The liberal
spirit of the Gallican Church was ignored to feed the contemptible
ambition of the converted Françoise d’Aubigné, and to lull to rest the
conscience of the pusillanimous nonentity still called the King of
France. The persecution of the Huguenots was carried on
relentlessly for fifteen years; fire and sword, and rape and murder,
were the lot of those who remained to brave the booted emissaries
of M. Louvois, if they retaliated where they had the chance, and as
they did fiercely in the terrible struggles in the Cévennes. Justice is
even-handed: it was no time to turn the cheek to be smitten. Those
who emigrated, as in such thousands they did, carried with them the
commerce and the prosperity of France. Frugal and industrious for
the most part, and in these later days at least, peacefully disposed,
rarely seeking more than to be let alone, they were the mainstay of
the country. Richelieu had fully recognised their value, and followed
it in his policy with them. The “Old Woman of Versailles,” as she was
widely called, reversed the great cardinal’s provisions, and in time
the avengement fell.
The clergy generally carried out the orders issued from Versailles
for the extermination of the heretics. Monseigneur d’Orléans and the
Abbé de Fénelon alone resisted. The first afforded time for the
Huguenots to make their preparations for emigrating from France, by
lodging the soldiery, sent to disperse them by violence, in his own
palace, and maintaining them at his own expense, forbidding them
meanwhile to harm any one of the Huguenot families in his diocese.
For Monsieur de Fénelon, selected to superintend the raid of the
booted missionaries in Poitou and Saintonge, he, like the Bishop of
Orléans, forbade them to use violence, and brought back more of the
errant ones into the Catholic fold by his sweet, persuasive
eloquence, than the rest of the priests did, with all their dragonnades
and executioner assistants, notwithstanding the view of Madame de
Maintenon and of her spiritual director: that if only the holy Apostles
had employed such emissaries of fire and sword, the Christian
religion would not have been half so long in establishing.
CHAPTER XXII
Mademoiselle de L’Enclos’ Cercle—Madeleine de Scudéri—The Abbé Dubois

—“The French Calliope,” and the Romance of her Life—“Revenons à nos
Moutons”—A Resurrection?—Racine and his Detractors—“Esther”—Athalie
and St Cyr—Madame Guyon and the Quietists.
Among the ladies of distinction forming the cercle of Mademoiselle

de L’Enclos at this time, were the Countesses de la Sablière, de la
Fayette, and de Sévigné, de Souvré, de la Suza, d’Olonne, de
Sandwich, the Marquises de Wardes, de Créquy, de St Lambert; the
Duchesses de Sully and de Bouillon, and the Maréchales de
Castelnau and de la Ferté. The old antagonism between Ninon and
Mademoiselle de Scudéri was smoothed away also by the amiable
intervention of Madame de Sévigné, and the autumn of the lives of
these two women was cheered by the sunshine of a genuine
friendship, which, however, Boileau did his best to dull, by asserting
that the famous romanticist of her day did not merit her popularity.
Ninon succeeded however, in bringing him to soften his severe
criticisms on Madeleine’s works, until they became gentler even than
her own views of the voluminous tales which she regarded as far too
wordy, and almost destitute of the passion which should be the
motive power of romance.
Mademoiselle de Scudéri in everyday life was, however, amiable
and charming in manner and conversation—so that her personal
appearance, which was far from prepossessing, hardly detracted
from her fascination. She was plain of feature, and of masculine
build, but this had not come in the way of the idolatrous admiration,
in former days, of Conrard, the Secretary of the Académie
Française; and Pelisson, the advocate and faithful friend of the ill-
fated Fouquet, remained true as ever to his ardent worship of her.
The years of Madeleine de Scudéri ran even to a length beyond
those of her friend Ninon. She died in her ninety-fourth year.
Among the brilliant company assembling almost nightly in the
salon of the rue des Tournelles, one day came, unbidden and
unwelcomed, the Abbé Dubois, he who at a later time was to acquire
such a prominent position at the Court of the Regency, and die a
cardinal. For this man, more notorious than celebrated, Ninon
conceived an instinctive dislike. The ferret face repelled her, but she
did not refuse him the letter of introduction he sought of her to
Monsieur de St Evrémond in London, whither he was bound.
The “French Calliope,” Madame Deshoulières, was an intimate
friend of Mademoiselle de L’Enclos. Her career was romantic and
even heroic. Her maiden name was Anne Antoinette Ligier de la
Garde, she was a goddaughter of Anne of Austria, who held her at
the font when she was christened. She was the daughter of the
queen’s maître d’hôtel, and was born in one of the little apartments
of the Louvre. Beauty and grace and high talent distinguished her as
she grew up. Her father caused her to be very strictly reared, and no
books were permitted her except philosophical and religious works.
One day, however, she detected her maid reading one of the
pastoral romances of d’Urfé. She was immediately fired with desire,
as a true daughter of Eve, to taste of the delightful fruit of the vice of
romantic fiction, and said she would ask her father’s permission for
it. This frightened the bonne so much, that, to purchase her charge’s
silence, she offered to lend her the interesting history of The
Shepherds of Lignon, in which she had been so surreptitiously
absorbed; and upon these followed the novels of Calprenède and of
Madeleine de Scudéri. But if these books sufficed for all the
intellectual needs of the run of the young ladies of the period,
Antoinette was a girl of brains, and soon returned to her first love of
more healthy and solid literature, and of poetry; and she studied for
some time the art of versification under Hesnaut, whose fame is best
remembered by the gifts of his pupil.
At eighteen she became the wife of Monsieur de Boisguerry,
Seigneur Deshoulières, a gentleman of Poitou, in the service of the
Prince de Condé. The queen had been displeased at this marriage,
whereat Monsieur de la Garde explained that his child had to be
provided for, and his emolument in Her Majesty’s service had not
been so great that it could be forthcoming from that source. This
offended the queen, and the offence was aggravated by the
suspicion of Frondeur leanings hanging about him, so that
Antoinette’s dowry from her royal godmother was but a small one.
Three months after their marriage, Monsieur Deshoulières was
summoned to follow Condé to Spain, and his wife returned to her old
home, which was, however, no longer at the Louvre, but in a small
house at Auteuil.
Here she spent the time in study, finding her chief delight in the
philosophical works of Gassendi, now for some years a professor of
the College of France. On the return of her husband to the frontier,
she hastened to meet him, and the two repaired to Brussels, where
the Court received her with high distinction; but in addition to her
acquirements, her grace and beauty won her admiration so marked,
that it became aggressive, and she was forced to repulse the
unwelcome attentions thrust upon her. This turned friends into
enemies, who satisfied their revenge by representing her as a spy of
Mazarin and of the queen—a far-fetched accusation enough, which,
however, obtained wide credence.
The State payments to her husband were now withheld, and on
seeking redress from the minister she was decreed an arrest, and
sent for imprisonment to Vilvorde, where she was doomed to spend
fourteen months in complete solitude, and kept from all means of
communication with her friends. But Antoinette’s girlhood had been
passed in the days when natural feminine weakness had been
fortified by stirring public events, and Madame Deshoulières
consoled herself with theological study during the time of her
imprisonment, mainly of the Fathers, from Origen to St Augustine.
Only after a length of time Monsieur Deshoulières discovered the
prison in which his wife was immured. Having ascertained this, he
formed the bold project of carrying her off. To this end he engaged
forty men, armed them to the teeth, and in the dead of a dark night,
he led them to the edge of the moat of the Castle of Vilvorde, at its
narrowest and shallowest part, stationing his men in the water, which
they had previously filled with branches and mud, so as to form a
human bridge. Arrived at the base of the wall, he fixed a ladder to
the ramparts, and mounting, followed by his guard with stealthy
caution, overpowered the two sentinels and gagged them. Then they
hastened on to the governor’s bedroom, and putting a cord round his
neck while he was in profound sleep, and a musket to his face, they
detained him in durance till he had yielded up the keys of his
captive’s apartments, and of the doors of the fortress. The garrison
was then forced to lay down arms, and entering a waiting berline,
Monsieur Deshoulières and his rescued wife gained in a few hours
the ground of France.
The tidings of this intrepid act travelled as fast as they did, and Le
Tellier, the Secretary of State, presented the pair to the queen and
Mazarin. Anne of Austria embraced her goddaughter warmly, a
general amnesty was proclaimed, and all was forgotten—so much
forgotten, that Mazarin and the queen omitted to award Deshoulières
the promised arrears of pay, and the pension which was to reward
the two. The debts and liabilities of Deshoulières became formidable,
and he had no alternative but to obtain a division of maintenance,
pay up from his own small resources all he could, and retire with his
wife to live on the slender dowry Anne had bestowed on her
goddaughter. It did not nearly suffice for their rank and position. In
order to meet their requirements, Madame Deshoulières devoted
herself to her pen, and her verses, first published in the Mercure
Galant, won universal admiration, but no money reward. Left to itself,
the nature of the editor ever inclines to the view that kudos is enough
for the author, and this particular editor gave his contributor to
understand that she ought to consider herself only too fortunate to
have made an appearance in his pages.
Once again the admirers looked askance and grew scornful and
sarcastic, and the humour of Madame Deshoulières’ pen acquiring
the sombre tints of her cruel fortunes, she was nicknamed the
“Mendicant Muse.” So, with the addition of three children to maintain,
the poor woman remained until the death of Monsieur Deshoulières,
forsaken by her old troops of friends and admirers. Then she penned
the immortal trifle beginning—
“Dans ces près fleuris
Qu’arrose la Seine,
Cherchez qui vous mêne,
Mes chères brébis.”
It was her charming device for winning the attention and

generosity of Louis XIV., and attained its end.
The king awarded her a pension of two thousand livres, and the
editor of the Mercure Galant, laying the credit of this good fortune to
his own account, straightened out things by continuing to publish
Madame Deshoulières’ verses gratis in his columns.
Once more the fine-weather friends flocked about her, and
belauded her attractions, personal and intellectual. In these lay no
exaggeration, for Antoinette Deshoulières was exceptionally gifted.
Her conversation was brilliant, delicate, and sparkling with originality.
The poets chanted her praises, and Benserade changed his
sobriquet of the “Mendicant Muse” to the “Calliope Française.”
Among other well-remembered trifles from her pen, the pretty poem
of Les Oiseaux is to be recorded. It is by these charming productions
that the memory of Antoinette Deshoulières lives. Her aims in graver
poetry and drama fell below their mark. For her, these were the
unattainable, and possibly it was failure in this direction which
impelled her to a jealousy unworthy of her excellent judgment and
native good taste, when she rendered high praise to the Phèdre of
Pradon, and criticised in a satirical poem the grand tragedy of
Racine on the same subject.
From every point of view it was a lamentable mistake, and laid her
open to storms of sarcastic abuse—
“Dans un fauteuil doré Phèdre tremblante
Et blême
Dit des vers ou d’abord personne n’entend rien.”
So wrote Madame Deshoulières, and the flippancy on the

tremendous theme evoked general disgust. “What is this tumbled
from the clouds?” cried Madame de la Sablière. “This sweet and
interesting shepherdess, who talked so tenderly to her sheep and
flowers and birds, has suddenly changed her crook into a serpent!”
Madame de Sévigné preferred to be entirely of the opinion of
Madame Deshoulières, but if envy of the great tragic poet was in the
heart of the one, personal animosity was beyond question in that of
the other; for Madame de Sévigné had never forgiven either Boileau
or Racine for favouring the intrigue of her grandson, de Grignan with
the Champmeslé.
Madame Deshoulières burned with desire for dramatic honours,
and she wrote a tragedy called Genséric. It was a feeble, ill-
constructed piece of work, and was ill-received; but it was not to be
forgotten, for it perpetuated the immortal figure of speech, as familiar
in England as in France, of the advice to her—“Return to your
sheep” (anglicé—“Let us go back to our muttons”).[8]
Once again she wooed the drama in the guise of comedy and
opera; but her efforts were signal failures. She died at the age of
sixty-two, of the same malady as her godmother, and, like her, she
bore the cruel suffering with patience and resignation, writing in the
intervals of pain a paraphrase of the Psalms, and her Reflections
Morales, one of her best works. Bossuet, who administered to her
the last consolations of religion, spoke in warm eulogy of those last
days of hers.
A singular circumstance disturbed the smooth flow of
Mademoiselle de L’Enclos’ life at this time. It was the sudden
appearance of an aged woman who declared herself to be Marion
Delorme, and claiming a fifty-seven years’ friendship with Ninon.
She declared that the report of her death had been false; that the
doctor, Guy Patin, had not attended her funeral; but had saved her
life, and then she had left Paris and lived out of France.
Convinced as Ninon was, that the poor woman was demented, or
attempting to impose on her, she sent to the Street of the Dry Tree,
where Guy Patin lived; but the doctor was absent in Prussia, sharing
the exile of his son, who had been condemned for being in
possession of six copies of one of the libellous pamphlets that made
life hideous for the king and Madame Louis Quatorze, and no other
testimony, for or against, was to be found. The magistrate to whom
the unhappy creature had applied to verify her identity, hastened a
little later to assure Ninon that to communicate with Guy Patin would
be troubling him to no purpose; since the Marion Delorme, as she
called herself, had given unmistakable proof of madness, and she
had been placed in the Hôtel Dieu. So the matter ended.
The shafts, impotent as they were, of Madame Deshoulières had
an evil effect on Racine. Ninon, warmly seconded by St Evrémond
especially, endeavoured to win the great tragic poet from his
exclusive associations with the Court; but he turned a deaf ear to
every argument. It is possible that the atmosphere of Versailles, as it
prevailed under the ordering of Madame de Maintenon, tainted and
unhealthy as it was with pharisaical “piety,” assorted with the
sentiments of gloom ill-health had fostered, for Racine suffered
cruelly, long before his death, from an abscess on the liver.
Moreover, by education and rearing he was a Port Royalist, and the
tenets of Jansenism could but have run in his blood. In her earlier
time Madame de Maintenon had looked favourably on these
Calvinistic sectaries of the Catholic Church; only at a later date it
was that the rupture occurred with the Abbé Fénelon and Madame
Guyon, the notable advocate of the doctrines of the Quietest,
Michael Molinos the Spanish monk. Madame Guyon, whose maiden
name was de la Motte, evinced mystic tendencies even as a child.
As she grew up, it was her wish to enter a convent; but her parents
prevented this, and she was married at sixteen. At eight-and-twenty
she became a widow, and then the old mystic sentiments began to
rule her more dominantly than ever. This was further fostered in her
by her confessor and other ecclesiastics about her, who persuaded
her that she was destined by Heaven to be a powerful agent for the
advancement of religion.
“Still young,” says Voltaire, “with beauty, riches, and a mind fitted for
society, she became infatuated with what is called spiritualism. Her
confessor whose name was Lacombe, a man of a nature at once
passionate and devout, and who died mad, plunged the mind of his
penitent deeper into the mystic reveries by which it was already affected.
Her doctrine,” Voltaire goes on to say, “was a complete renunciation of
self, the silence of the soul, the annihilation of all its faculties, internal
worship, and the pure and disinterested love of God, which is neither
degraded by fear nor animated by the hope of reward.”
There were times, however, that religious enthusiasm, following its

customary tendency, betrayed her into extravagance, and
absurdities of speech in her efforts to explain her views.
By her written treatises, and by her orations, Madame Guyon
made many proselytes. For five years she travelled from place to
place in Piedmont and Dauphiné; then returning to Paris, she
continued her labours for two years, uninterfered with. Suddenly the
Archbishop of Paris, one of the most infamously profligate of priests
on record, Harlay de Champvallon, found himself horrified at
discovering that Madame Guyon’s teaching was neither more nor
less than that of Molinos, whose Jansenist theories of grace and
free-will were in direct opposition to the Jesuitical tenets, then, of
course, all-dominant at Versailles. He pretended to hold Father
Lacombe as a seducer, and sent him to the Bastille; while Madame
Guyon was put under arrest into the convent of the Visitandines,
where she won universal love, and many believers in her mild faith.
From here Madame de Maintenon, who had made her acquaintance
at Ninon’s house, and bore her considerable affection and esteem,
freed her, and gave her a home in St Cyr. There she was introduced
to Fénelon, and they formed their firm and life-long friendship.
Madame de Maintenon, however, instigated by the bigoted Bishop
of Chartres, who was director of the consciences of the young ladies
of St Cyr and their teachers, ere long withdrew her favour, falling in
also with the prejudices the king had against her. Among other
persecutions to which she was now subjected, was the production of
a letter from Lacombe, or purporting to be from him, exhorting her to
repent of her criminal intimacy with him. The unhappy man, always
of a highly nervous, excitable nature, had now long been insane, and
the accusation was believed by no one. Later, she was again
imprisoned at Vincennes, and in the Bastille, whence she was
delivered by de Noailles, the successor of the infamous Harlay. But
here her sufferings did not end. Once more she was imprisoned in
the Bastille, and finally she was exiled to Blois, where she spent the
last fifteen years of her life, in acts of charity and piety, graced ever
by unswerving patience; but while occasionally betrayed into
extravagance of expression on religious points, her common sense
and excellent judgment in everyday matters were remarkable.
CHAPTER XXIII
A Grave Question—The Troublesome Brother-in-Law—“No Vocation”—The

Duke’s Choice—Peace for la Grande Mademoiselle—An Invitation to
Versailles—Behind the Arras—Between the Alternatives—D’Aubigné’s
Shadow—A Broken Friendship.
While the persecution of His Majesty’s Protestant subjects was being

ruthlessly carried on by fire and sword, and dragonnading generally,
a matter of the gravest moment was under consideration at
Versailles, and there was wide division of opinion in high places. It
was on the question of the Fontanges head-gear, and for once the
king openly set his face against that of Madame de Maintenon,
which, he declared, now appeared in the middle of her body, and, he
added, by no means enhanced its charm; for the height of the ugly
head-dress had risen to two feet. Eloquence, mild argument, raillery
and angry words from the Grand Monarque, however, simply fell on
stony ground. Two gauze horns had been added to the abominable
structure of whalebone, ribbon, horsehair, etc., etc. These
projections were fixed behind the ears, and carried upward, crowning
the work. The Sun-King’s defeat was complete, “Vires acquirit
eundo. Nec pluribus impar”: his mottoes were ever mocking him, and
lest the Fontanges should mount higher still, he said no more.
He had better success on the frontiers, where Catinat in Piedmont,
and Luxembourg in Flanders, brilliant pupil of Condé, routed the
enemy. In this expedition Madame de Maintenon secured the
advancement of de Villars, the lover who had consoled her days of
widowhood; and the first step to glory made, he mounted rapidly,
proving himself one of the bravest of the campaign.
Another thorn in the side of Louis, or rather more absolutely of
Madame, was her brother. Years had not mended d’Aubigné’s ways;
he was just the same vaurien of a bon viveur and gourmet, he had
been in his bouts with Scarron.
De Santeuil, the poet-canon who had been one of the party when
Ninon travelled to Rome, was now d’Aubigné’s Fidus Achates, and
they were fairly evenly matched in their modes of life. Santeuil was
invited one morning by Ninon to breakfast with her. D’Aubigné
naturally came too, expressing himself delighted, he said, to kiss
Ninon’s hand once more after such an interval of years. He inquired
whether she still kept up her acquaintance with his bégueule of a
sister.
“Is it so you speak of a person who has made the glory of your
family?” demanded Ninon.
D’Aubigné did not regard the case at all in this light. It was a good
joke to call her that, he said, and added that he was furious against
his brother-in-law. “Don’t you know why?” he went on, planting his
hands on his hips in truculent fashion. “Are you not aware of the
persecutions and insults Françoise treats me to? Well, we’ll have
breakfast first, and then I’ll tell you.” And having fortified himself with
a bumper or two of Burgundy, he went on. “Only imagine, that this
infernal bigot—Oh well,” he continued, when Ninon reminded him
that she and Françoise were still on terms of friendship, “you can tell
her what I say. It is all the same to me, and if my brother-in-law has
anything to grumble at in it, let him out with it. Prison? flames and
fury! I’ll pin my dagger into any of them who dare to lay hand on me,
and there you have it. They won’t silence me! Head of the family
indeed! That’s me!—and so much the worse for Louis Dieudonné!
taking it into his head to marry my sister! Prudence?” he went on,
when his hostess suggested its adoption, “it is the mother of all the
vices—a watchword only for cowards. Françoise is my sister, and I’ll
have them pay me proper respect.” Then d’Aubigné, having
mercilessly criticised the mature attractions of Françoise, went on to
say that he loved her, and if need were, would protect her at the
sword’s point; but that because she was saintly and surrounded
herself with Jesuits, it was no reason why he should be made a
monk. Yes, that was her plan. She and the brother-in-law greatly
desired that he should shut himself up in St Sulpice, where the
livelong day was spent in reading litanies. “B-r-r-r-r-t!” shivered
d’Aubigné. “Me!” he added, when Santeuil said if he did such a thing,
he would excommunicate him—“I would sooner be chopped to
mincemeat by the dragonnades.”
Santeuil suggested that he might prefer entering St Cyr to St
Sulpice.
But d’Aubigné replied that the inmates of St Cyr would be too
much of his sister’s mould for his fancy. Ninon was disturbed at this
forcible language, which she had very good reason to believe was
not reserved for her ear alone; but that d’Aubigné exploded in much
the same fashion in the taverns and the avenues and public
gardens, and possibly also even in the galleries of Versailles, where
he had access. She took Santeuil aside, and begged him to use his
influence in restraining his friend’s ebullitions. But Santeuil was in no
mind to do anything of the kind; he said it was only just and proper
that the widow Scarron, who had not always been a saint, should
meet with those little contrarieties, and the matter must settle itself in
its own way. Soon after this, Santeuil, who was a great favourite with
all the family of the Condés, on account of his wit and gaiety of
disposition, was invited to spend the summer at Dijon; and Madame
de Maintenon, finding her brother thus unprotected, used every
endeavour to persuade him to enter St Sulpice. In any case,
however, d’Aubigné said he saw no reason to hurry over the step.
That same year the marriage took place of the Duc du Maine, the
eldest son of Madame de Montespan. The bride was neither
intelligent or beautiful, but she was huge of frame, and the duke,
entertaining a passion for gigantic women, selected her from a trio of
ladies, one of whom was adorably beautiful, and the other rejected
one brilliantly gifted and accomplished.
And almost within the days of those marriage festivities at
Versailles, la Grande Mademoiselle lay dying in the Luxembourg,
and she sent for Mademoiselle de L’Enclos, very much to the
surprise of that lady; for the two had not met after the
misunderstanding created by the machinations of Madame de
Fiesque. Only that morning, it appeared, Madame de Fiesque had
made clean acknowledgment to the dying woman of the real facts of
the rupture; and now, sorely distressed, she begged Ninon’s
forgiveness, and to extend it to the far greater offender, Madame de
Fiesque herself. Ninon replied that this was freely accorded. Her
child was happy in the love of a good man. It was enough; and she
turned and held out her hand to Madame de Fiesque, who sat
sobbing in a corner of the room. Just at that moment a lady of
honour entered, to say that Monsieur de Lauzun was at the door,
desiring an interview; but the dying woman refused, entreating that
he should not be admitted. “If you but knew, Ninon, how wretched he
has made my life,” she gasped out. “Oh, I have cruelly expiated all
my folly. There was never any bond blessed by Heaven between us.
It was no more than a liaison. May God forgive me, since my
suffering has been so great.” And so, two hours later, she died.
The noble traits in the disposition of the daughter of Gaston
d’Orléans deserved a happier fate than to be the tool of a selfish
coxcomb like Lauzun, who was, however, himself not destitute of
good qualities; but whose best memory stands recorded by the
patience and fortitude with which he endured the terrible suffering of
a cancer in the mouth, of which he died at the age of more than
ninety. The woman whose infatuation for him was so great as to
sacrifice the natural dignity which distinguished her, was no ordinary
character. Dignified she was, but without pride, and a pleasant and
clever conversationalist. True in friendship, gentle and sensible, and
incapable of any mean or base action. If sometimes her susceptible,
sensitive temperament betrayed her into anger, she would quickly
pour balm on the wound she had caused, by gracious and tender
words and caresses. She had the courage of a soldier, and would
endure fatigue, and face danger as one of the bravest. It is only the

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MANAGEMENT TWELFTH CANADIAN EDITION

STEPHEN P. ROBBINS MARY COULTER ED LEACH MARY KILFOIL

STEPHEN P. ROBBINS MARY COULTER ED LEACH MARY KILFOIL

To my wife and life partner, Mary

To my husband and life partner, Ed

PART ONE Defining the Manager’s Terrain

CHAPTER 2 Organizational Culture and the Organizational Environment 35

PART TWO Planning

PART THREE Organizing

PART FOUR Leading

PART FIVE Controlling

Early Management 24 Types of Workplace Diversity 68

CHAPTER 4 Issues in Leading an Entrepreneurial Venture

Managing in a Global Issues in Controlling an Entrepreneurial

Social Responsibility and Ethical Issues Facing

Forces for Change 166 Linear–Nonlinear Thinking Style Profile 209

Managing Organizational Change

PART TWO Contemporary Issues in Planning 233

Planning Environments? 233

Types of Decisions and Decision-Making Creating Strategic Competitive Advantage 250

Techniques for Allocating CHAPTER 12

Organizational Communication 321

Information Technology and

Structure 284 Privacy Issues 328

Communication Issues in Today’s

Mechanistic and Organic Structures 294

Contingency Factors Affecting Structural CHAPTER 13

Human Resources for Non–Human Resource Charismatic–Visionary Leadership 384

Current Challenges in Managing Teams 446 Contemporary Issues in Control 474

Module 3: Managing Operations 486

PART FIVE The Role of Operations Management 486

Controlling Services and Manufacturing

Strategic Role of Operations Management 488

CHAPTER 17 What Is Value Chain Management, and Why Is It

Tools for Measuring Organizational

General Content and Approach

Ed Leach received his Ph.D. in computing technology in education from Nova

Why Are Managers Important to an

Who Are Managers and Where Do They Work?

Where Do Managers Work?

MANAGEMENT REFLECTION F O CUS ON INNOVAT ION

Is It Still Managing When What You’re Managing

real person. In a workplace setting, if a robot moves around in a “purposeful way,”

What Are the Functions, Roles, and

A distinguished Salon—The Duke’s Homage—Quietism—The disastrous Edict—

“The house of Mademoiselle de L’Enclos,” writes a contemporary

“And,” writes another eminent chronicler—

Such, on the testimony of the Marquis de la Fare and of St Simon,