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Brief Contents
Part 1 Introduction 2
Chapter 1 Managers and Management 2
History
Module A Brief History of Management’s Roots 27
Chapter 2 The Management Environment 34
Chapter 3 Integrative Managerial Issues 54

Part 2 Planning 80
Chapter 4 Foundations of Decision Making 80
Quantitative
Module Quantitative Decision-Making Aids 109
Chapter 5 Foundations of Planning 120

Part 3 Organizing 148

Chapter 6 Organizational Structure and Design 148
Chapter 7 Managing Human Resources 180
Career
Module Building Your Career 216
Chapter 8 Managing Change and Innovation 220

Part 4 Leading 246

Chapter 9 Foundations of Individual Behavior 246
Chapter 10 Understanding Groups and Managing Work Teams 278
Chapter 11 Motivating and Rewarding Employees 306
Chapter 12 Leadership and Trust 334
Chapter 13 Managing Communication and Information 362

Part 5 Controlling 388

Chapter 14 Foundations of Control 388
Chapter 15 Operations Management 418
Entrepreneurship
Module Managing Entrepreneurial Ventures 449

Glossary 458
Index 464

vii
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Contents
Content highlighted in blue indicates that it is presented via a visual spread.

Preface xvii
History Module: A Brief History of
Instructor Supplements xix
Management's Roots 27
Student Supplements xx
Early Management 27
About the Authors xxii
Classical Approaches 28
Behavioral Approach 29
Part 1 Introduction 2 Quantitative Approach 30
Contemporary Approaches 31
Chapter 1 Managers and Management 2 Endnotes 33
Who Are Managers and Where Do They Work? 5
What Three Characteristics Do All Organizations Share? 6
How Are Managers Different from Nonmanagerial Chapter 2 The Management Environment 34
Employees? 6
What Is the External Environment and Why Is It
What Titles Do Managers Have? 6
Important? 37
From the Past to the Present 1588–1705–1911–Today 7 How Has the Economy Changed? 38
What Is Management? 8 From the Past to the Present 1981–1987–1991–Today 39
What Role Do Demographics Play? 39
3 Ways to Look at What Managers Do 9
How Does the External Environment Affect Managers? 40
4 Functions Approach 9
Technology and the Manager’s Job | Can Technology
Management Roles Approach 10
Improve the Way Managers Manage? 41
Skills and Competencies 11
A Question of Ethics 43
Is the Manager’s Job Universal? 11
What Is Organizational Culture? 44
And the Survey Says . . . 13
How Can Culture Be Described? 45
Why Study Management? 14
Where Does Culture Come From? 45
A Question of Ethics 14
What Factors Are Reshaping and Redefining How Does Organizational Culture Affect Managers? 46
Management? 15 How Does Culture Affect What Employees Do? 46
Why Are Customers Important to the Manager’s Job? 15 How Does Culture Affect What Managers Do? 46
Technology and the Manager’s Job | Is It Still Managing And the Survey Says . . . 47
When What You’re Managing Are Robots? 16 Review
Why Is Innovation Important to the Manager’s Job? 17 Chapter Summary 48 • Discussion Questions 48 •
Importance of Social Media to the Manager’s Job 17 Management Skill Builder | Understanding Culture 49 •
Importance of Sustainability to the Manager’s Job 18 Experiential Exercise 50 • Case Application 1—Going to
Wrapping It Up . . .   18 Extremes 51 • Case Application 2—Not Sold Out 52 •
Case Application 3—Wild Ride 53 • Endnotes 53
Review
Chapter Summary 19 • Discussion Questions 19 • Chapter 3 Integrative Managerial Issues 54
Management Skill Builder | Political Skill 20 • Experiential
Exercise 22 • Case Application 1—Happier Employees →
What Is Globalization and How Does It Affect
Happier Customers = More Profit? 23 • Case Application Organizations? 57
2—Building a Better Boss 23 • Case Application 3—Saving What Does It Mean to Be “Global”? 58
the World 25 • Endnotes 26 How Do Organizations Go Global? 58

ix
x Contents

What Types of Decisions and Decision-Making Conditions

What Are the Different Types of Global
Do Managers Face? 92
Organizations? 59
How Do Problems Differ? 92
What Do Managers Need to Know About Managing in a How Does a Manager Make Programmed
Global Organization? 60 Decisions? 93
From the Past to the Present 1970s–1980s–Today 61 How Do Nonprogrammed Decisions Differ from
What Does Society Expect from Organizations and Programmed Decisions? 94
Managers? 63 And the Survey Says . . . 94
How Can Organizations Demonstrate Socially Responsible How Are Problems, Types of Decisions, and Organizational
Actions? 63 Level Integrated? 94
Should Organizations Be Socially Involved? 64 What Decision-Making Conditions Do Managers Face? 95
What Is Sustainability and Why Is It Important? 65 How Do Groups Make Decisions? 95
And the Survey Says . . . 66 What Are the Advantages and Disadvantages of Group
What Factors Determine Ethical and Unethical Decision Making? 95
Behavior? 66 When Are Groups Most Effective? 96
In What Ways Can Ethics Be Viewed? 67 How Can You Improve Group Decision Making? 97
How Can Managers Encourage Ethical Behavior? 67 A Question of Ethics 97
What Is Today’s Workforce Like and How Does It Affect What Contemporary Decision-Making Issues Do
the Way Organizations Are Managed? 69 Managers Face? 98
What Is Workplace Diversity? 69 How Does National Culture Affect Managers’ Decision
What Types of Diversity Are Found in Workplaces? 70 Making? 98
Why Are Creativity and Design Thinking Important in
A Question of Ethics 72
Decision Making? 99
How Are Organizations and Managers Adapting to a
Review
Changing Workforce? 72
Chapter Summary 102 • Discussion Questions 102 •
Review
Management Skill Builder | Being a Creative Decision
Chapter Summary 74 • Discussion Questions 74 •
Maker 103 • Experiential Exercise 105 •
Management Skill Builder | You→Being Ethical 75 •
Case Application 1—The Business of Baseball 105 •
Experiential Exercise 77 • Case Application 1—Dirty Little
Case Application 2—Tasting Success 106 •
Secret 77 • Case Application 2—Spy Games 77 •
Case Application 3—Lift Off 107 • Endnotes 108
Case Application 3—From Top to Bottom 78 • Endnotes 79

Part 2 Planning 80 Quantitative Module: Quantitative Decision-

Making Aids 109
Chapter 4 Foundations of Decision Making 80 Payoff Matrices 109
How Do Managers Make Decisions? 83 Decision Trees 110
What Defines a Decision Problem? 83 Break-Even Analysis 111
What Is Relevant in the Decision-Making Process? 84 Ratio Analysis 112
How Does the Decision Maker Weight the Criteria and Linear Programming 114
Analyze Alternatives? 84
Queuing Theory 116
What Determines the Best Choice? 86
Economic Order Quantity Model 116
What Happens in Decision Implementation? 86
Endnotes 119
What Is the Last Step in the Decision Process? 86
What Common Errors Are Committed in the Decision-
Making Process? 87 Chapter 5 Foundations of Planning 120
What Are the 3 Approaches Managers What Is Planning and Why Do Managers Need to
Can Use to Make Decisions? 88 Plan? 123
Why Should Managers Formally Plan? 123
Rational Model 88
What Are Some Criticisms of Formal Planning and How
Bounded Rationality 89
Should Managers Respond? 124
From the Past to the Present 1945–1978–Today 90
Does Formal Planning Improve Organizational
Intuition and Managerial Decision Making 90
Performance? 125
Technology and the Manager’s Job | Making Better
What Do Managers Need to Know About Strategic
Decisions with Technology 91
Management? 125
 Cont ent s xi

What Is Strategic Management? 126 From the Past to the Present 1965–1967–1984–Present 163
Why Is Strategic Management Important? 126 What Are Some Common Organizational Designs? 164
What Are the Steps in the Strategic Management What Traditional Organizational Designs Can Managers
Process? 127 Use? 164
What Strategic Weapons Do Managers Have? 128 What Contemporary Organizational Designs Can Managers
Technology and the Manager’s Job | IT and Strategy 129 Use? 165
And the Survey Says . . . 167
What Strategies Do Managers Use? 130 What Are Today’s Organizational Design Challenges? 168
Corporate Strategy 130 How Do You Keep Employees Connected? 168
Competitive Strategy 131 How Do Global Differences Affect Organizational
Functional Strategy 131 Structure? 168
Technology and the Manager’s Job | The Changing
A Question of Ethics 133
World of Work 169
How Do Managers Set Goals and Develop Plans? 133
How Do You Build a Learning Organization? 169
What Types of Goals Do Organizations Have and How Do
How Can Managers Design Efficient and Effective Flexible
They Set Those Goals? 133
Work Arrangements? 170
From the Past to the Present 1954–1960s and 1970s–Present 135
Review
What Types of Plans Do Managers Use and How Do They
Chapter Summary 173 • Discussion Questions 173 •
Develop Those Plans? 136
Management Skill Builder | Increasing Your Power 174 •
And the Survey Says . . . 138 Experiential Exercise 176 • Case Application 1—A New
What Contemporary Planning Issues Do Managers Kind of Structure 176 • Case Application 2—Volunteers
Face? 139 Work 177 • Case Application 3—You Work Where? 178 •
How Can Managers Plan Effectively in Dynamic Endnotes 179
Environments? 139
How Can Managers Use Environmental Scanning? 140 Chapter 7 Managing Human Resources 180
Review What Is the Human Resource Management Process and
Chapter Summary 141 • Discussion Questions 141 • What Influences It? 183
Management Skill Builder | Being a Good Goal Setter 142 • What Is the Legal Environment of HRM? 184
Experiential Exercise 144 • Case Application 1—Flip
From the Past to the Present 1913–Present 186
Flop 144 • Case Application 2—Fast Fashion 145 •
A Question of Ethics 187
Case Application 3—Shifting Direction 146 • Endnotes 147
How Do Managers Identify and Select Competent
Employees? 187
Part 3 Organizing 148 1 What Is Employment Planning? 187
2A How Do Organizations Recruit Employees? 189
Chapter 6 Organizational Structure and 2B How Does a Manager Handle Layoffs? 190
Design 148 3 How Do Managers Select Job Applicants? 190
What Are the Six Key Elements in Organizational How Are Employees Provided with Needed Skills and
Design? 151 Knowledge? 194
(1) What Is Work Specialization? 152 How Are New Hires Introduced to the
(2) What Is Departmentalization? 152 Organization? 194
(3) What Are Authority and Responsibility? 154 Technology and the Manager’s Job | Social and
Digital HR 195
(4) What Is Span of Control? 158
What Is Employee Training? 195
(5) How Do Centralization and Decentralization Differ? 159
A Question of Ethics 159 Keeping Great People: 2 Ways
(6) What Is Formalization? 159 Organizations Do This 198
Performance Management System 198
What Contingency Variables Affect
Structural Choice? 160 Should people be compared to one another or against a set of
standards? 198 • Traditional manager-employee perfor-
Mechanistic OR Organic 161 mance evaluation systems may be outdated 200 • When
Strategy → Structure 161 employee’s performance is not up to par 200
Size → Structure 162 Compensating Employees: Pay and Benefits 200
Technology → Structure 162 Compensation—Pay for doing a job 200 • Compensation—
Environment → Structure 162 Employees benefits 202
xii Contents

What Contemporary Hrm Issues Face Managers? 202 How Can Managers Encourage Innovation in an
How Can Managers Manage Downsizing? 202 Organization? 234
And the Survey Says . . . 203 How Are Creativity and Innovation Related? 235
How Can Workforce Diversity Be Managed? 203 What’s Involved in Innovation? 235
What Is Sexual Harassment? 204 How Can a Manager Foster Innovation? 236
What Is Workplace Spirituality? 205 How Does Design Thinking Influence Innovation? 238
How and Why Are Organizations Controlling HR Costs? 207 Review
Review Chapter Summary 239 • Discussion Questions 239 •
Chapter Summary 209 • Discussion Questions 209 • Management Skill Builder | Controlling Workplace Stress 240 •
Management Skill Builder | Being An Effective Interviewer 210 • Experiential Exercise 242 • Case Application 1—The Next Big
Experiential Exercise 212 • Case Application 1— Thing 242 • Case Application 2—GM’s Latest Model 243 •
Stopping Traffic 212 • Case Application 2—Résumé Case Application 3—Stress Kills 244 • Endnotes 245
Regrets 213 • Case Application 3—Thinking Outside the
Box 214 • Endnotes 215
Part 4 Leading 246
Career Module: Building Your Career 216
Chapter 9 Foundations of Individual
What Was Career Development Like, Historically? 216 Behavior 246
What Is Career Development Like, Now? 216 What are the Focus and Goals of Organizational
How Can I Have a Successful Career? 217 Behavior? 249
Assess Your Personal Strengths and Weaknesses 217 What Is the Focus of OB? 250
Identify Market Opportunities 217 What Are the Goals of Organizational Behavior? 250
Take Responsibility for Managing Your Own Career 217 What Role Do Attitudes Play in Job Performance? 251
Develop Your Interpersonal Skills 217 What Are the Three Components of an Attitude? 251
Practice Makes Perfect 217 What Attitudes Might Employees Hold? 251
Stay Up to Date 218 Do Individuals’ Attitudes and Behaviors Need to Be
Network 218 Consistent? 252
Stay Visible 218 What Is Cognitive Dissonance Theory? 252
Seek a Mentor 218 And the Survey Says . . . 253
Leverage Your Competitive Advantage 218 How Can an Understanding of Attitudes Help Managers Be
Don’t Shun Risks 218 More Effective? 253
It’s OK to Change Jobs 219 What Do Managers Need to Know About
Opportunities, Preparation, and Luck = Success 219 Personality? 254
How Can We Best Describe Personality? 254
Can Personality Traits Predict Practical Work-Related
Chapter 8 Managing Change and Innovation 220 Behaviors? 256
What Is Change and How Do Managers Deal with It? 223 A Question of Ethics 257
Why Do Organizations Need to Change? 224 How Do We Match Personalities and Jobs? 258
Who Initiates Organizational Change? 225 Do Personality Attributes Differ Across Cultures? 259
How Does Organizational Change Happen? 225 How Can an Understanding of Personality Help Managers
From the Past to the Present 1943–1944–1947–Present 226 Be More Effective? 259
How Do Managers Manage Resistance to Change? 228 What Is Perception and What Influences It? 260
Why Do People Resist Organizational Change? 229 What Influences Perception? 260
And the Survey Says . . . 229 How Do Managers Judge Employees? 261
What Are Some Techniques for Reducing Resistance to How Can an Understanding of Perception Help Managers
Organizational Change? 229 Be More Effective? 263
From the Past to the Present 1927–1971–Present 263
What Reaction Do Employees Have to
Organizational Change? 230 How Do Learning Theories Explain
What Is Stress? 230 Behavior? 263
What are the symptoms of stress? 231 Operant Conditioning 264
What Causes Stress? 231 Social Learning Theory 265
Job-related factors 231 • Personal factors 232 Shaping Behavior 265
A Question of Ethics 232 How Can an Understanding of Learning Help Managers Be More
How Can Stress Be Reduced? 233 Effective? 266
 Cont ent s xiii

What Contemporary OB Issues Face

4 Early Theories of Motivation  310
Managers? 267
How Do Generational Differences Affect the Maslow’s Hierarchy of Needs Theory 310
Workplace? 267 McGregor's Theory X and Theory Y  311
How Do Managers Deal with Negative Behavior in the Herzberg’s Two-Factor Theory 311
Workplace? 268 McClelland’s Three-Needs Theory 313
Review
How Do the Contemporary Theories Explain
Chapter Summary 269 • Discussion Questions 270 •
Motivation? 314
Management Skill Builder | Understanding Employee
Emotions 270 • Management Skill Builder | Understanding What Is Goal-Setting Theory? 314
Employee Personality 271 • Experiential Exercise 274 • From the Past to the Present → 1959–1977–Today 315
Case Application 1—Great Place to Work 275 • How Does Job Design Influence Motivation? 316
Case Application 2—Odd Couples 275 • Case Application What Is Equity Theory? 317
3—Employees First 276 • Endnotes 277 A Question of Ethics 318
How Does Expectancy Theory Explain Motivation? 319
Chapter 10 Understanding Groups and Managing How Can We Integrate Contemporary Motivation
Work Teams 278 Theories? 320
What Is a Group and What Stages of Development Do What Current Motivation Issues do Managers
Groups Go Through? 281 Face? 321
What Is a Group? 281 How Can Managers Motivate Employees When the
What Are the Stages of Group Development? 282 Economy Stinks? 322
And the Survey Says . . . 282 How Does Country Culture Affect Motivation
A Question of Ethics 283 Efforts? 322
How Can Managers Motivate Unique Groups of
5 Major Concepts of Group Behavior 284 Workers? 323
Roles 284 How Can Managers Design Appropriate Rewards
Programs? 324
Norms 284
Review
Conformity 285
Chapter Summary 327 • Discussion Questions 327 •
Status Systems 285
Management Skill Builder | Being a Good
Group Size 286 Motivator 328 • Experiential Exercise 331 •
Group Cohesiveness 286 Case Application 1—Passionate Pursuits 331 • Case
Application 2—Best Practices at Best Buy 332 • Case
From the Past to the Present 1951–Today 288 Application 3—Searching For? 333 • Endnotes 333
How are Groups Turned into Effective Teams? 288
Are Work Groups and Work Teams the Same? 289
What Are the Different Types of Work Teams? 289 Chapter 12 Leadership and Trust 334
Technology and the Manager’s Job | IT and Teams 291 Who Are Leaders, and What Is Leadership? 337
What Makes a Team Effective? 291 From the Past to the Present 1951–1960–Today 337
How Can a Manager Shape Team Behavior? 294
What Current Issues Do Managers Face in Managing What Do Early Leadership Theories Tell Us
Teams? 295 About Leadership? 338
What’s Involved with Managing Global Teams? 295 The Leader: What Traits Do Leaders Have? 338
When Are Teams Not the Answer? 297 The Behaviors: What Behaviors Do Leaders Exhibit? 340
Review University of Iowa studies 340
Chapter Summary 298 • Discussion Questions 298 • Ohio State studies 340
Management Skill Builder | Understanding How Teams University of Michigan studies 340
Work 299 • Management Skill Builder | Understanding Managerial Grid 340
Conflict Resolution 301 • Experiential Exercise 303 •
Case Application 1—Teaming Up for Take Off 303 • Case What Do The Contingency Theories of Leadership
Application 2—Toyota’s Teams 304 • Case Application 3— Tell Us? 341
Intel Inside . . . and Far Away 304 • Endnotes 305 What Was the First Comprehensive Contingency Model? 341
How Do Followers’ Willingness and Ability Influence
Chapter 11 Motivating and Rewarding Leaders? 342
Employees 306 And the Survey Says . . . 344
What Is Motivation? 309 How Participative Should a Leader Be? 344
And the Survey Says . . . 309 How Do Leaders Help Followers? 345
xiv Contents

What Is Leadership Like Today? 346 Review

What Do the Four Contemporary Views of Leadership Chapter Summary 381 • Discussion Questions 381 •
Tell Us? 346 Management Skill Builder | Being a Good Listener 382 •
A Question of Ethics 349 Experiential Exercise 384 • Case Application 1—Social
Benefit or Social Disaster? 384 • Case Application 2—
What Issues Do Today’s Leaders Face? 349
Banning E-Mail 385 • Case Application 3—Pizza, Politics,
Technology and the Manager’s Job | Virtual
and Papa 386 • Endnotes 387
Leadership 350
Why Is Trust the Essence of Leadership? 353
A Final Thought Regarding Leadership 354
Part 5 Controlling 388
Review
Chapter Summary 355 • Discussion Questions 356 • Chapter 14 Foundations of Control 388
Management Skill Builder | Being a Good Leader 356 • What Is Control and Why Is It Important? 391
Experiential Exercise 358 • Case Application 1— What Is Control? 391
Growing Leaders 358 • Case Application 2—Serving Why Is Control Important? 391
Up Leaders 359 • Case Application 3—Leadership
A Question of Ethics 391
Legacy 360 • Endnotes 361
What Takes Place as Managers Control? 393
1 What Is Measuring? 393
Chapter 13 Managing Communication and From the Past to the Present 1911–1913–1979–Today 395
Information 362 2 How Do Managers Compare Actual Performance to
How Do Managers Communicate Effectively? 365 Planned Goals? 396
How Does the Communication Process Work? 365 3 What Managerial Action Can Be Taken? 397
Are Written Communications More Effective Than Verbal And the Survey Says . . . 397
Ones? 367
What Should Managers Control? 397
Is the Grapevine an Effective Way to Communicate? 367
When Does Control Take Place? 398
How Do Nonverbal Cues Affect Communication? 367
From the Past to the Present → 1953–2009–Today 368 Keeping Track: What Gets Controlled? 399
What Barriers Keep Communication from Being Keeping Track of Organization’s Finances 399
Effective? 369
How Can Managers Overcome Communication Keeping Track of Organization’s Information 400
Barriers? 371 Keeping Track of Employee Performance 401
A Question of Ethics 372
Keeping Track Using a Balanced Scorecard Approach 402
Technology and Managerial What Contemporary Control Issues Do Managers
Communication 373
Confront? 403
Networked Communication 373 Do Controls Need to Be Adjusted for Cultural
Networked communication applications 374 Differences? 403
Wireless Communication 375 Technology and the Manager’s Job | Monitoring
Wireless communication applications 375 Employees 404
What Challenges Do Managers Face in Controlling the
Technology and the Manager’s Job | FYEO: Decoding
Workplace? 405
Communication Jargon 376
Review
What Communication Issues Do Managers Face
Chapter Summary 409 • Discussion Questions 409 •
Today? 376
Management Skill Builder | Being a Good Disciplinarian 410 •
How Do We Manage Communication in an Internet Management Skill Builder | Providing Good Feedback 412 •
World? 376 Experiential Exercise 413 • Case Application 1—
And the Survey Says . . . 377 Top Secret 414 • Case Application 2—Deepwater in Deep
How Does Knowledge Management Affect Trouble 415 • Case Application 3—Baggage Blunders and
Communication? 377 Wonders 416 • Endnotes 417
What’s Involved with Managing the Organization’s
Knowledge Resources? 378 Chapter 15 Operations Management 418
What Role Does Communication Play in Customer Why Is Operations Management Important to
Service? 378 Organizations? 421
How Can We Get Employee Input and Why Should We? 379 What Is Operations Management? 421
Why Should Managers Be Concerned with Communicating 1 How Do Service and Manufacturing
Ethically? 380 Firms Differ? 422
 Cont ent s xv

2 How Do Businesses Improve Productivity? 422

From the Past to the Present → 1950–1981/1982–Today 424 Entrepreneurship Module: Managing
3 What Role Does Operations Management Play in a Entrepreneurial Ventures 449
Company’s Strategy? 424
What Is Entrepreneurship? 449
What Is Value Chain Management and Why Who’s Starting Entrepreneurial Ventures? 449
Is It Important? 425 What Do Entrepreneurs Do? 450
What Is Value Chain Management? 425 What Planning Do Entrepreneurs Need to Do? 450
Who has power in the value chain? 426 What’s in a Full Business Plan? 451
Goals of value chain management 427 What Issues Are Involved in Organizing an Entrepreneurial
How Does Value Chain Management Benefit Businesses? 427 Venture? 452
What Are the Legal Forms of Organization for Entrepreneurial
How Is Value Chain Management Done? 428 Ventures? 452
What Are the Requirements for Successful Value Chain What Type of Organizational Structure Should Entrepreneurial
Management? 428 Ventures Use? 452
And the Survey Says . . . 429 What Human Resource Management (HRM) Issues Do
What Are the Obstacles to Value Chain Entrepreneurs Face? 453
Management? 431 What Issues Do Entrepreneurs Face in Leading an
A Question of Ethics 432 Entrepreneurial Venture? 453
What Contemporary Issues Do Managers Face in What Type of Personality Do Entrepreneurs Have? 454
Managing Operations? 432 How Can Entrepreneurs Motivate Employees? 454
1 What Role Does Technology Play in Operations How Can Entrepreneurs Be Leaders? 455
Management? 433
What Controlling Issues Do Entrepreneurs Face? 455
Technology and the Manager’s Job | Welcome to the
How Is Growth Managed? 456
Factory of the Future! 433
How Are Downturns Managed? 456
2 How Do Managers Control Quality? 434
What’s Involved with Exiting the Venture? 456
How Are Projects Managed? 436
Why Is It Important to Think About Managing Personal Challenges
Review
as an Entrepreneur? 456
Chapter Summary 442 • Discussion Questions 442 •
Endnotes 457
Management Skill Builder | Being a Good Project
Manager 443 • Experiential Exercise 444 •
Case Application 1—Tragedy in Fashion 445 •
Case Application 2—Dreamliner Nightmare 446 • Glossary 458
Case Application 3—Stirring Things Up 447 • Index 464
Endnotes 448
This page intentionally left blank
 Preface
Welcome to the Ninth Edition of Fundamentals of Management! Although much has changed
in the world since FOM was first published in 1994, we haven’t changed our commitment to
providing you with the most engaging and up-to-date introduction to management paperback
on the market. And how do we do this? By covering the essential concepts of management;
providing a sound foundation for understanding the key issues; offering a strong, practical
focus, including the latest research on what works for managers and what doesn’t; and doing
these with a writing style that you and your students will find interesting and straightforward.
This edition introduces a new and exciting design. We love the way it looks and the way
management concepts are presented! And we hope you do, too! It’s a self-contained learning
package. In addition to the end-of-chapter summaries and review questions, you can choose
from the chapter self-assessments, skills modules, hands-on manager’s inbox exercises, and
case applications. In addition, the text is supported by the most comprehensive Web site and
supplement package, although your students will find the essential elements they need to
understand and apply management concepts within the text itself. You have the choice about
how best to use the materials: text only, online only, or text and online. It’s your decision!

What Key Changes Have We Made in the Ninth Edition?

You might think that there wouldn’t be much new information to put in a book . . . especially
a Ninth Edition! But that’s the great thing about a book that discusses managers and manage-
ment! It’s always easy to find new material just by paying attention to what’s happening in
the news! New issues and ideas are always confronting managers and we’ve made sure to
cover hot topics such as social media, big data, and design thinking, to name a few.
Our biggest change in this edition is our brand new, exciting, and innovative chapter
openers—a common Management Myth and how this myth is just that . . . a myth! Students
often think that they already know a lot about management . . . after all, it’s just common sense,
right? But management isn’t just common sense! When it comes to managing, much of what
passes for common sense is just plain wrong. So our new chapter openers grab students’ atten-
tion by introducing common Management Myths and then debunking them. We think you’ll
like the student discussion these “myths” and “debunking” will generate!
Another key change affects our end-of-chapter material. After listening to what you were
telling us, we decided to provide you with three (yes, you read that right, THREE!) Case Applica-
tions and we’ve moved them back to the end of the chapter. These Case Applications are a great
way to tell a current story about managers, management, and organizations and to involve students
in assessing a situation and answering questions about “how” and “why” and “what would you
do.” These Case Applications cover the gamut from Google and Yahoo! to Zara and Starbucks.
Also, based on feedback you gave us, we retained our complete, self-contained section on
developing management skills but moved the skills material to the relevant chapters. It’s one
thing to know something. It’s another to be able to use that knowledge. The skill-building ex-
ercises included at the end of each chapter help you apply and use management concepts. We
chose these 18 skills (some chapters have more than one) because of their relevance to devel-
oping management competence and their linkage to one or more of the topic areas in this book.
Finally, we’ve taken one section in each chapter and given it a completely new contem-
porary and visually appealing look. The design of this selected material will reinforce key

xvii
xviii Pr e fa c e

topics and ideas and make it easy for students to read and to know what’s important from that
particular chapter section. We hope you like these! They were a lot of fun for us to develop and
design! Also, because today’s students are accustomed to visually rich environments, we’ve
included additional visual presentations of material throughout the chapters to help engage
students with the material.
In addition to all these major changes, here is a chapter-by-chapter list of the topic addi-
tions and changes in the Ninth Edition:

Chapter 1—Managers and Management
• New chapter opener—Management Myth/Debunked
• Streamlined material in From the Past to the Present box to
better focus on key concepts
• New presentation of material in section on What Managers Do
• New A Question of Ethics box
• New section on Importance of Social Media to the Manager’s
Job
• Special features highlighting important chapter material and
providing visual interest
• 3 Case Applications—2 are new
Chapter 2—The Management Environment
• New chapter opener—Management Myth/Debunked
• New presentation of material in the From the Past to the
Present box feature
• Updated information on economic component of external
environment
• Revised Technology and the Manager’s Job box
• New A Question of Ethics box
• New presentation of material in section on What Is
Organizational Culture?
• Special features highlighting important chapter material and
providing visual interest
• 3 Case Applications—2 are new
Chapter 3—Integrative Managerial Issues
• New chapter opener—Management Myth/Debunked
• New presentation of material in section on What Are the
Different Types of Global Organizations?
• New A Question of Ethics box
• Special features highlighting important chapter material and
providing visual interest
• 3 Case Applications—all new
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Present box
 Pr eface xix

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xx Pr e fa c e

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Acknowledgments
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We also want to thank our reviewers—past and present—for the insights they have
provided us:

David Adams, Manhattanville College Pam Carstens, Coe College

Lorraine P. Anderson, Marshall University
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Myra Ellen Edelstein, Salve Regina University
 Pr eface xxi

Deborah Gilliard, Metropolitan State College, Denver
Robert Girling, Sonoma State University
Patricia Green, Nassau Community College
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Kenneth Gross, The University of Oklahoma
Jamey Halleck, Marshall University
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University College
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Thank You!
Steve, Dave, and I would like to thank you for considering and choosing our book for your
management course. All of us have several years of teaching under our belt, and we know
how challenging yet rewarding it can be. Our goal is to provide you with the best resources
available to help you excel in the classroom!
 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 E­ dwardsville, and San Diego State University. He is
currently professor emeritus in management at San Diego
State.
Dr. Robbins’s research interests have focused on con-
flict, power, and politics in organizations, ­behavioral deci-
sion making, and the development of effective interpersonal
skills. His articles on these and other topics have appeared
in such journals as Business Horizons, the California Manage-
ment ­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 organi-
zational behavior. His books have sold more than 6 million copies and have been translated into 20
languages. His books are currently used at more than 1,500 U.S. colleges and universities, as well as
hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, and Europe.
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 and is currently the world record holder at 100 m and 200 m for men 65 and over.

David A. DeCenzo (Ph.D., West Virginia University) is

president of Coastal Carolina University in Conway, South
Carolina. In his capacity as president, Dr. DeCenzo is
responsible for the overall vision and leadership of the
university. He has been at Coastal since 2002 when he
took over leadership of the E. Craig Wall Sr. College of
Business. As president, Dr. DeCenzo has implemented a
comprehensive strategic planning process, ensured fiscal
accountability through policy and practice, and promoted
assessment and transparency throughout the University.
Since becoming president in 2007, the University’s enroll-
ment has grown nearly 19 percent, the academic program has
expanded from 39 to 65 undergraduate degree programs and has
added six new master’s degree programs. Before joining the Coastal
faculty in 2002, he served as director of partnership development in the College of Business and
Economics at Towson University in Maryland. He is an experienced industry consultant, corporate
trainer, and public speaker. Dr. DeCenzo is the author of numerous textbooks that are used widely at
colleges and universities throughout the United States and the world.
Dr. DeCenzo and his wife, Terri, have four children and reside in Pawleys Island, South Carolina.

xxii
 A bout t he Aut hor s xxiii

Mary Coulter (Ph.D., University of Arkansas) held different

jobs including high school teacher, legal assistant, and city govern-
ment 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 cur-
rently professor emeritus of management at Missouri State
University. In addition to Fundamentals of Management, Dr.
Coulter has published other books with Pearson including
Management (with Stephen P. Robbins), Strategic Manage-
ment in Action, and Entrepreneurship in Action.
When she’s not busy writing, Dr. Coulter enjoys putter-
ing around in her flower gardens, trying new recipes, read-
ing 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 grand-
kids, Brooklynn and Blake, who are the delights of her life!
1 Managers and
Management

ent
gem

Only those who

ana
th
M

My th
My

want to be managers
need to take a
course in management.
© Rido/Fotolia
Another random document with
no related content on Scribd:
Israelites bitten by the fiery serpents by the sight of the brazen
image, and he cured Naaman’s leprosy by bathing in the waters of
Jordan. Whatever then be the means which He prescribes, our
highest wisdom is to make use of them. But as he has not prescribed
the means recommended by the Talmud, but forbidden them in his
general prohibition of magic, we must say that the man who uses
them has bid adieu to all true wisdom. No wonder, then, if his own
inventions are stamped with folly. But what will our readers think of
the cause of the canine madness here assigned? “Rav says, It
proceeds from the witches who are making their sport with him.
Samuel says, It is an evil spirit that rests upon him.” Rav believed,
then, that God, whose mercies are over all his works, allows wicked
women to torment his creatures, and to inflict upon them a dreadful
malady to make sport for themselves. Is this wise, is it according to
Scripture? This is the doctrine of the oral law; and if Jesus of
Nazareth had not protested against it, and taught a true doctrine by
asserting the truth of Scripture, this would be the universal doctrine
and practice of the Jews. Whoever believes the Talmud, must
believe in this and all the other follies which it contains. Whoever
rejects these things, confesses that the Talmud contains what is
false and foolish, and thereby shakes or rather overthrows its
authority. Some person will perhaps say that similar superstitions
and follies have been found amongst Christians. We grant that this
has been the case wherever Christians have departed from the
written Word of God, but can anything similar be found in the New
Testament? That book is our standard of Christianity. As you say that
the oral law is of divine authority, we say that the New Testament is
of divine authority. We point out to you these follies, not in individual
Jews, but in your book of authority. If you would make out a parallel
case, you must do the same. But you cannot. The New Testament
has nothing of the kind; and it is for you to explain how this happens
that the New Testament, which you believe to be false, is entirely
free from every thing of the kind.
Further, we ask every right-minded Israelite, whether he is not
shocked at that profanation of the reverend and holy names of God
which is here not only countenanced but prescribed. What can a
devout Jew think either of the man or the book that tells us to write
the names,
‫יה יה יהוה צבאות ׃‬
“Jah, Jah, the Lord of Hosts,” by the side of such nonsense as Kanti,
Kanti, Klurus? Would he say that this is consistent with true religion?
And yet this profane use of the name of God for magical purposes, is
not rare in the Talmud. The following is another instance:—
‫ האי גלא דמטבע לספינה מיתחזי כי צוציתא‬, ‫אמר רבה אשתעו לי נחותי ימא‬
‫דנורא חיוורתא ברישא ומחינן ליה באלוותא דחקיק עליה אהיה אשר אהיה יה ה׳‬
‫צבאות אמן אמן סלה ונייח אמר רבה אשתעו לי נחותי ימא בין גלא לגלא תלת‬
‫מאה פרסי זמנא חדא הוה אזלינן באורחא ודלינן גלא עד דחזינן בי מרבעתא‬
‫ ואי דלינן טפי מקלינן‬, ‫דכוכבא זוטא והויא בי מבזר ארבעין גריוי בזרא דחרדלא‬
‫ ורמי ליה גלא קלא לחברתה חברתי שבקת מידי בעלמא דלא שטפתיה‬, ‫מהבלי‬
‫דניתי אנא ונאבדיה א׳׳ל הזי גבורתא דמריך מלא חוטא חלא ולא עברי שנאמר‬
‫האותי לא תיראו נאום ה׳ אם מפני לא תחילו אשר שמתי חול גבול לים חק עולם‬
‫ולא יעברנהו ׃‬
“Rabbah says, They that go down to the sea have told me, that when
a wave is going to overwhelm a ship, sparks of white light are seen
on its head. But if we strike it with a staff on which are graved the
words, ‘I am that I am, Jah, Lord of Hosts, Amen, Amen, Selah,’ it
subsides. They that go down to the sea have told me, that the
distance between one wave and another, is three hundred miles. It
happened once that we were making a voyage, and we raised a
wave until we saw the resting-place of the least of all the stars. It
was large enough to sow forty bushels of mustard seed, and if we
had raised it more we should have been burned by the vapour of the
star. One wave raised its voice and called to its companion, O,
companion, hast thou left anything in the world that thou hast not
overflowed? Come, and let us destroy it. It replied, Come and see
the power of thy Lord. I could not overpass the sand even a hair’s-
breadth, for it is written, ‘Fear ye not me? saith the Lord: will ye not
tremble at my presence, which have placed the sand for the bound
of the sea, by a perpetual decree that it cannot pass it?’ (Jer. v. 22.)”
(Bava Bathra, fol. 73, col. 1.) Here is the same profanation of the
peculiar and holy names of God: it is to be engraved on a staff either
to lay or to raise the waves. But besides the profanity, just consider
the folly of this whole story. In the first place, it ascribes to men, no
matter whether they are good or wicked, absolute power over the
waves of the sea. Anybody can engrave those names of God upon a
staff, anybody can use the staff to strike the sea, and thus a wicked
man, without either faith, fear, or love of God, may make and use an
instrument which almost invests him with omnipotence. Is it possible
that any son of Israel can be so credulous as to believe such
manifest absurdity? But this story reminds us again of the utter
disregard of truth which characterises the Talmud. Here we are told
that, by power of this magic staff, a wave was raised so high as to
enable those travellers to see the resting-place of the smallest of all
the stars, and that so distinctly, too, as to be able to make a good
guess at its measure. The slightest knowledge of modern astronomy
is sufficient to show not only the improbability, but the utter
impossibility of anything of the kind. The least of the stars visible to
the naked eye is at an almost immeasurable distance from the earth,
so as to make it perfectly ludicrous to talk of a wave being raised to
such a height. All the water on the face of the globe would be far
from sufficient for the formation of one such wave. But the Talmud
intimates that they had the power of raising it still higher, and were
prevented only by the fear of being scorched. But the Talmud is not
satisfied with these wonders, it goes on to describe a conversation
between two waves. The commentator, who evidently believed every
word of the story, suggest that this conversation was carried on by
the angels presiding over the waves.
‫ ושמא מלאכים‬, ‫ורמי ליה גלא נתן קולו כלומר צעק כדוגמא תהום אל תהום קורא‬
‫הממונים עליהם הם ׃‬
“The wave lifted up his voice, that is, it cried, and so we find, ‘Deep
calleth unto deep.’ And perhaps this means the angels who were set
over them.” The commentator, it appears, had no doubt of the truth
of the story, and how should he have, if he believed in the Divine
authority of the Talmud? But we ask our readers do they believe this
story—and if they do not, why not? Because it is too absurd, and too
far beyond the bounds of possibility. Can, then, a book that swarms
with similar accounts be from God? By what means did all these
things about magic, astrology, amulets, magical cures, and staves,
get into the Talmud? No doubt they were put in by the authors.
Either, then, the authors believed in all these things, or they did not.
If they did not believe in them, then they were evidently bad men,
who deliberately wrote falsehood. But if they did believe these
things, then, though not guilty of wilful falsehood, they were
credulous, superstitious persons, who had no clear idea of the
religion of Moses and the prophets; and in either case they are most
unsafe guides in religion. It is for the Jews of the present day to
consider whether they will still adhere to a system that involves the
belief of so many incredibilities and sanctions the profanation of the
names of God for the purposes of magic. Eighteen centuries are
surely long enough to have remained in such thick darkness. Those
who have been brought up in such a system ought now, at least, to
arise and ask what have they and their forefathers been about all
this while? And how it is that the New Testament, which they have
rejected, is entirely free from such deformities? Something has been
decidedly wrong, or the chosen people of God could not have
remained so long in captivity, unheeded and unhelped by the Holy
One of Israel. An exhibition of the doctrines of the oral law explains
the cause. Israel has departed from the religion of Moses, and
pertinaciously adhered to a system compounded of human
inventions, and idolatrous heathenism. They call Moses their master,
and say that the oral law is derived from him, but if we may from the
work, form a conjecture about the author, it is much more probably a
tradition from the magicians of Egypt or the witch of Endor. And if it
had been handed down as such—if the Israelites had presented the
Talmud to the world and their posterity as part of the heavy yoke of
Egypt, we should not have been astonished at the universality of its
reception. But that Israel should ever have been so far imposed
upon, as to believe that Moses or the prophets ever had anything to
do with the oral law appears almost inexplicable. However unwilling
one may be to apply to fellow-sinners any prophecy that contains a
denunciation of God’s wrath, one cannot help asking, was it of this
that the prophet said, “The Lord hath poured out upon you the spirit
of deep sleep, and hath closed your eyes; the prophets and your
rulers the seers hath he covered. And the vision of all is become
unto you as the words of a book that is sealed, which men deliver to
one that is learned, saying, read this, I pray thee; and he saith, I
cannot, for it is sealed: and the book is delivered to him that is not
learned, saying, Read this, I pray thee, and he saith, I am not
learned.” (Isaiah xxix. 10-12.) This question is, however, far more
important to Israel than to us, and to them we leave the answer.
Some will still persist in the assertion that this heathenish compound
is the highest wisdom. The great majority of the nation is devoted to
the Talmud, which is still the cistern whence the synagogues
endeavour to draw the waters of life. The multitude does it in
ignorance, they are, therefore, not so culpable. But there are many
that know better, what then is the reason that they do not strain
every nerve to deliver their brethren? These few do not suffer the
oral law to interfere either with their business or their convenience.
They profane the Sabbath, eat Gentile food, carry on their business
on feasts and festivals. If they do all this on principle, why not protest
against error? Is it because they are indifferent to the welfare of their
brethren? If indifference be the only fruit of this intellectual progress,
instead of rising above, they have sunk below superstition itself.
 No. XXVI.
CHARMS CONTINUED.

If men would only employ in religion a little of that common sense

and earnestness, which they find so necessary for the affairs of this
life, they would by God’s blessing soon arrive at the truth. For
example, if the father of a family should find, that by following the
advice of a physician, sickness and death were constant guests, he
would soon look out for another; and he would be much quickened in
his measures, if this physician’s counsel had produced the same
results in the house of his father and his grandfather. He would not
think it any shame, under such circumstances, to change his father’s
physician for another; on the contrary, he would think, and most men
would agree with him, that it would be both a sin and a shame to
retain him. Now let Israel make the application to their spiritual
physicians, the Scribes, Pharisees, and Rabbies. For many centuries
they have punctually followed their advice, and the consequence has
been one misfortune after another, and centuries of exile from the
land which God gave to their fathers; the very contrary of that which
God has promised. God has said, if the Jews will obey the religion of
Moses, that they shall be restored to their land. “It shall come to pass
... if thou shalt return unto the Lord thy God, and shalt obey his voice
according to all that I command thee this day, thou and thy children,
with all thy heart and with all thy soul; that then the Lord thy God will
turn thy captivity, and have compassion upon thee, and will return
and gather thee from all nations,” &c. (Deut. xxx. 2, 3.) The Jews
have obeyed the commands of the rabbies, and have not been
gathered; what is the conclusion? Either that God’s promise has
failed, which is impossible, or that the religion of the rabbies is not
the religion of Moses. Such is the inevitable conclusion from the
words of Moses and the facts of the case; let it then lead the
sufferers to examine the religion which they have hitherto professed.
A very little examination will convince any reasonable man, that it is
a fearful corruption of divine truth, a compilation made by men who
professed to be astrologers and magicians. Let not the Jews think
that our opinion is the result of prejudice. It has been deliberately
formed on evidence furnished by the oral law itself. If we are wrong,
let the rabbies prove the contrary. Let them, for example, explain the
following law of modern Judaism.
‫מי שנשכו עקרב או נחש מותר ללחוש אל מקום הנשיכה ואפילו בשבת כדי לישב‬
‫דעתו ולחזק לבו אף על פי שאין הדבר מועיל כלום הואיל ומסוכן הוא התירו לו כדי‬
‫שלא תטרף דעתו עליו ׃‬
“If any person be bitten by a scorpion or a serpent, it is lawful to
charm the place of the bite, even on the Sabbath-day, in order to
quiet his mind, and to encourage his heart, although it is a thing
utterly profitless. Because the man is in danger, they have
pronounced this lawful for him that his mind may not be distracted.”
(Hilchoth Accum. c. xi. 11.) Here the rabbies have allowed what God
has absolutely forbidden. The men who profess such reverence for
the Sabbath allow it to be profaned by magic, which is one of the
works of the devil. Rambam, whose words we have just quoted, felt
that it was both wicked and foolish, and has therefore endeavoured
to furnish an excuse, saying that it is of no use, and is only allowed
to quiet the mind of the sufferer. But that does not alter the
unlawfulness. Besides, what sort of opinion could Rambam and the
rabbies have had of the Jews, when they say that magic is permitted
in order to quiet their minds? They evidently supposed that the Jews
were a weak and superstitious people, who believed so firmly in
charms, that the use of them would quiet the mind; and so ignorant
or careless about God’s commandments, that they could be
comforted by their transgressions. The excuse, therefore, only
makes the case worse. It takes for granted that the professors of the
oral law are ignorant and superstitious; and then to quiet their minds
allows the transgression of the law of Moses, and that on the
Sabbath-day. But this excuse is altogether Rambam’s invention. The
original passage in the Talmud says nothing about quieting the
man’s mind, it simply says—
‫ולוחשין לחישת נחשים ועקרבים בשבת ׃‬
“It is lawful to charm serpents and scorpions on the Sabbath-day.”
(Sanhedrin, fol. 101, col. 1.) And Rashi’s commentary on the
passage—
‫בשביל שלא יזיקו ׃‬
“That they may not do injury.” This man, then, who spent his life in
the study of the Talmud, knew nothing of Rambam’s apology. He
plainly believed that by charming serpents on the Sabbath, they
might be prevented from doing harm, and that on this account, and
not for the purpose of quieting the mind, they were permitted so to
do. This was also the opinion of that famous expounder of Jewish
law, the Baal Turim, for after quoting Rambam’s words, he adds:—
‫מי שרודפים אחריו נחש או עקרב מותר להבר ללחש כדי שלא יזיקוהו כתב‬
‫הרמב׳׳ם הלוחש על המכה והקורא פסוק מן התורה וכן הקורא על התינוק שלא‬
‫יבעת או מניח ס׳׳ת או תפילין על הקטן לא די להם שהם בכלל חברים ומנחשים‬
‫אלא שהם בכלל הכופרים בתורה שעושין דברי תורה רפואת הגוף ואינן אלא‬
‫רפואת הנפש ור׳׳י פירש דוקא בלוחש על המכה ומזכיר שם שמים ורוקק אותו‬
‫הוא שאין לו חלק לעולם הבא אבל אם אינו רוקק לא חמיר כולי האי ומיהו איסורא‬
‫ ואם יש‬, ‫איכא בלוחש פסוק על המכה אפילו בלא רקיקה ובלא הזכרת שם שמים‬
‫כו סכנת נפשות הכל מותר ומותר לקרוא פסוק פהגן כגון בלילה על מטתו ׃‬
“If any person be pursued by a serpent or a scorpion, it is lawful to
charm it to prevent it from doing injury. Rambam has written, He that
charms a wound, or reads a verse from the law (as a charm), and
also he that reads over an infant that it may not be afraid, or who
lays a roll of the law or phylacteries upon a child, are not only to be
accounted as one of the charmers and magicians, but as of the
deniers of the law, for they use the words of the law as medicine for
the body, whereas it is only a medicine for the soul. R. Isaac says
absolutely, that he who charms a wound, mentioning at the same
time the name of God and spitting, is the charmer of whom it is said
that he has no share in the world to come: but if he does not spit, the
matter is not so grave. It is, however, forbidden to use a verse as a
charm over a wound, even though there will be no spitting nor
mentioning the name of God. But if life be in danger, every thing is
lawful; and it is lawful to read a verse as a defence, for instance at
night in bed.” (Joreh Deah. § 179.) From this it is pretty plain that the
charming of serpents was allowed, not as Rambam says to quiet the
mind of him that had been bitten, but to prevent injury, for it is
allowed before the man is bitten at all, if he be only pursued by a
serpent or a scorpion. But what a picture does this whole passage
give us of the religious state of the Rabbinic Jews, both rabbies and
people. Here you have the people described, not by Christians, but
by the rabbies themselves, as sunk in the depths of superstition,
using a sepher torah, a roll of the law, or phylacteries as a sort of
charm for the benefit of children, and you have the rabbies forbidding
this at one time, but allowing what is equally forbidden by God, to
charm serpents: and, in case of danger, declaring that “Every thing is
lawful,” that is, allowing them to do what will make them, according
to Rambam’s opinion, charmers, magicians, and deniers of the law.
And this is the Jewish religion, and this is what the Jews have gained
by rejecting Christianity. We, poor Gentiles, who cannot trace our
pedigree to Abraham, Isaac, and Jacob, should be ashamed of such
follies. And if such wicked heathenish practices were to be found in
our religious books, we would not let an hour pass over until we had
lifted up our voice and protested against them, and should use every
lawful means to deliver our children from such ungodliness and error.
We have now given quotations from the two great digests of Jewish
law on the subject of using charms, but it is worth while to consider
the context of the original passage, upon which these laws are
based, as that will prove that the Talmud has not been
misrepresented by its compilers.
‫תנו רבנן סכין וממשמשין בבני מעיין בשבת ולוחשין לחישת נחשים ועקרבים‬
‫בשבת ומעבירין כלי על גב העין בשבת אמר רבן שמעון בן גמליאל במה דברים‬
‫אמורים בכלי הניטל אבל בכלי שאינו ניטל אסור ואין שואלין בדבר שדים בשבת ר׳‬
‫יוסי אומר אף בחול אסור אמר רב הונא אין הלכה כר׳ יוסי ואף ר׳ יוסי לא אמרה‬
‫אלא משום סכנה כי הא דרב יצחק בר יוסף דאיבלע בארזא ואתעביד ליה ניסא‬
‫פקע ארזא ופלטיה ׃‬
“Our rabbies have handed down the tradition that it is lawful to anoint
and rub the stomach (of a sick man) on the Sabbath, also to charm
serpents and scorpions on the Sabbath: also to pass an instrument
across the eye on the Sabbath. R. Simeon, the son of Gamaliel,
says, that this only applies to an instrument which may be moved,[26]
but with one that may not be moved, it is unlawful. But it is unlawful
on the Sabbath to make inquiry of demons. R. Jose says, this is also
unlawful on week-days. Rav Huna says, the decision is not
according to R. Jose: and R. Jose himself said this only on account
of danger, for that is what occurred in the case of R. Isaac, the son of
Joseph, who was swallowed up in a cedar tree, but a miracle was
wrought for him—the cedar opened and cast him out.” (Sanhedrin,
fol. 101, col. 1.) We have here, first, the charming of serpents; we
ask, then, could the Talmudic doctors really believe in such folly or
allow such wickedness on the Sabbath? Is there any
misunderstanding, or does the context show, that they were men of
that superstitious turn of mind to justify this idea? The context is all of
a piece, for after permitting the charming of serpents, it goes on to
discuss the lawfulness of asking counsel of demons, and here Rashi
shall explain what this means:—
‫בדבר שדים שכן עושין כשאובדין שום דבר שואלין במעשה שדים והם מּגידים‬
‫להם ואסור לעשות בשבת משום ממצוא חפציך ׃‬
“To make inquiry of demons, is what they do when any thing is lost.
They make inquiry by the work of demons, and they tell them, and
this is forbidden on the Sabbath, on account of the words, ‘Not
finding thine own pleasure.’ (Isaiah lviii. 13.)” This is plainly a magical
operation, but yet the rabbies do not say that it is unlawful because it
is magical, but because it would be attending to one’s own concerns.
In like manner, they say, it is unlawful on week-days, only on account
of the danger. And an instance is given in Rabbi Isaac of what might
happen; and here, again, we ask counsel of Rashi, in order to
understand what Rabbi Isaac was about. This commentator tells us:
—
‫היה שואל במעשה שדים ובקש השד להזיקו ונעשה לו נס ובלעו הארז ׃‬
“He was asking counsel, by means of a demoniacal operation, and
the demon sought to do him an injury, but a miracle was wrought for
him, and a cedar tree swallowed him.” Such, then, is the context,
those men who permit the charming of serpents, also teach the
doctrine of asking advice of demons, and give us a practical example
in one of their friends. There can, therefore, be no mistake; the one
feature of their religious system exactly agrees with the other: and
the authors of the oral law represent themselves as patrons and
practisers of charms and magic, and therefore to every lover of the
Mosaic law, as unwise and ungodly men. It is, however, curious to
see how they endeavoured to quiet their own conscience, and that of
the people, in a matter so evidently repugnant to the plain words of
Scripture. They pretended, that there was a holy sort of magic in the
practical Cabbala, which men might learn, and then perform the
greatest miracles.
‫אי בעו צדיקי ברו עלמא שנאמר כי עונותיכם היו מבדילים וגו׳ רבא ברא גברא‬
‫שדריה לקמיה דר׳ זירא הוה קא משתעי בהדיה ולא הוה קא מהדר ליה אמר ליה‬
‫מן חבריא את הדר לעפריך רב חנינא ורב אושעיא הוו יתבי כל מעלי שבתא ועסקו‬
‫בספר יצירה ומיברו להו עיגלא תילתא ואכלי ליה ׃‬
“If the righteous wished, they might create the world, for it is written,
‘But your sins separate, &c.’ Rabba created a man, and sent him to
Rabbi Zira. He spoke with him, but when the other did not answer
him, he said, Thou art from the magicians, return to thy dust. Rav
Chanina and Rav Oshaia used to sit every Sabbath eve and study
the book of Jetzirah, and then created for themselves a three-years-
old calf, and ate it.” (Sanhedrin, fol. 65, col. 2.) The second miracle is
here ascribed to the study of a certain book. In Rashi the first miracle
performed by Rabba is ascribed to the same source.
‫ברא גברא ע׳׳י ספר יצירה שמלמדו צרוף אותיות של שם ׃‬
“He created the man by means of the book of Jetzirah, for it taught
him the combination of the letters of the name of God.” According to
this account, these rabbies were much greater men than Moses or
any of the prophets, for in the whole Old Testament there is not one
such miracle recorded. Moses never created any thing, neither did
he perform any of his miracles without the help of God. Either the
Lord immediately commanded him, or he sought the Lord’s help. But
these rabbies acquired the power of omnipotence by studying a
particular book, and exercised it either for their amusement or their
profit. Rabba created a man, and sent him to Rabbi Zira, not as it
appears to do any good, or to glorify God, but simply to show his
power, or to act a little bit of waggery; and the other two created a fat
calf for themselves every Sabbath eve, that they might have a good
dinner. The difference between these miracles and those recorded in
Scripture is obvious. The Scripture miracles are either for the glory of
God, or the good of man. The rabbinical miracles are altogether for
the glory of man, and the gratification of self. Moses smote the rock,
and supplied all Israel with water. The rabbies create a calf, and eat
it themselves. No doubt there were many poor people in Israel at the
time of Rabbies Oshaia and Chanina, who would have been very
glad of a calf for their Sabbath dinner, why did they not create a calf
or two for them? This selfish falsehood betrays itself, and bears on
its front its own condemnation. The whole doctrine of the
combination of the letters in the name of God is a pure invention of
men, whose minds have been debased by superstition. There is not
a word about it in the whole Bible, and it is derogatory to the honour
of God, who is the only Creator.
The whole Talmudic doctrine of magic does, however, explain the
reason why the Scribes and Pharisees were so little moved by the
real miracles of Jesus of Nazareth and his disciples. Their minds
were fully possessed with faith in the power of cabalistic magic, they
therefore were insensible to the real displays of divine power. They
were in the same state of mind as Pharaoh and his magicians, who
looked on the miracles of Moses as a mere proof of magical skill,
and hardened their hearts. Even when they confessed “This is the
finger of God,” they were not converted. Pharaoh still persisted in his
resistance. And so it was with the Scribes and Pharisees. When the
Lord had raised Lazarus from the dead, “then gathered the chief
priests and the Pharisees in council, and said, What do we? for this
man doeth many miracles.” They acknowledged the fact of the
miracles, but did not receive their evidence, for they believed that the
study of the book of Jetzirah would enable them to do greater. No
miracle, therefore, could convince them. But besides this, their
hearts were corrupt, and they had apostatized from the law of
Moses; they therefore did not love the truth. They had turned aside
to charms and magic, and asking counsel of demons; and when men
do this, the understanding becomes darkened, so that it is rendered
impervious to the light. Their unbelief, therefore, becomes an
evidence to the truth of Christianity. If such transgressors of the law
of Moses, and such unblushing relaters of falsehood had believed, it
would have cast a shade of suspicion over the whole Gospel history.
If the men, who say that Rabba created a man, and the two other
worthies created a calf every week, had appeared as witnesses for
the truth of Christianity, the miracles of the Gospel would have
appeared in one category with these most absurd fictions. But when
such men appear as the enemies and persecutors of Jesus, it
testifies that He was not one of them, and that as they were bad
men, and loved a false system, his doctrine must necessarily have
had something good in it, or they would not have opposed it.
But this doctrine explains still more clearly the cause of God’s wrath
against Israel. The Jews boast that since the Babylonian captivity,
they have been free from idolatry, but this is not true. They have not
made images, that is, they have avoided the form, but they have
retained all the substance of idolatrous heathenism. The man who
charms a serpent is an idolater, and the religion which permits it is
idolatrous and heathenish. The man who asks counsel of demons is
an idolater of the worst class, for he does homage to unclean spirits.
He turns his back upon the allwise God, who ought to be the
counsellor of all his children, and by making demons his advisers,
makes them his gods, and yet this is also allowed in the religion of
the rabbies if it can be done without danger. Those Jews, therefore,
who believe in the oral law—that is, all Jews who make use of the
synagogue prayers, have departed from the law and the God of
Moses, and have chosen for themselves the doctrines and the gods
of the rabbies. How then can God have compassion upon them and
gather them? The thing is impossible, until they utterly renounce all
these delusions, confess their sin in having followed them so long,
and “return and seek the Lord their God and David their king.” A long
trial has been made of the rabbinical medicine, and it has altogether
failed. Wherever the religion of the oral law has been or is
predominant, its sway has been marked by the misery of the people.
And the first dawn of a happier day has appeared only since the time
that a part of the nation burst the fetters of rabbinic superstition.
Compare the state of the German Jews with that of their brethren in
Turkey or on the coast of Morocco. Some of the former have
abandoned the oral law, and the latter still cling to it with a bigoted
devotion; and yet the former have had a blessing in the improvement
of their temporal and intellectual condition, and the latter still remain
in mental and corporeal slavery. The mere renunciation of Rabbinism
has produced these beneficial effects, and if the Jews of Europe go
on from the renunciation of error to the attainment of truth, that is, if
they return to the religion of Moses and the prophets, the promises
of God will be fulfilled, and the nation will be restored to the land of
their fathers.
The Rabbinic Jews comfort themselves with the idea, that they
cannot have this world and the world to come too; but they confound
two things which are perfectly distinct, God’s mode of dealing with
individuals, and his mode of dealing with nations. Individuals have
not only an existence in time, but for eternity. Worldly misfortune to
an individual is, therefore, no proof of God’s displeasure, because
the world is only a part, and that the smallest part, of his existence.
But the case of nations is different. They exist only in time, and
therefore the rewards and punishments must be temporal, and so
God has uniformly promised to the Jewish people temporal
prosperity, in case of national obedience, and temporal calamity in
the former case. Whenever, therefore, we see Israel exiled from their
land and scattered among the nations, we must infer, if Moses has
spoken the truth, that it is because they have departed from the God
of their fathers.
 No. XXVII.
SABBATIC LAWS.

How little the oral law has hitherto done to promote the peace and
happiness of Israel, we considered in our last number. It may,
however, be replied, that it has not had a fair trial, and that the failure
is to be attributed rather to the people than to the law. This possible
reply naturally leads us to think, what then would be the state of
Israel and of the world at large, if the oral law were universally and
exactly observed, and its disciples had supreme dominion in the
world? Suppose that all the kingdoms of the world were melted into
one vast and universal monarchy, and the sceptre swayed by a
devout and learned rabbi, and all the magisterial offices filled by able
and zealous Talmudists, would the world be happy? This is a fair
question, and well deserves consideration, for there can be no doubt
that true religion was intended by its Divine Author to promote the
happiness of his creatures:—
‫דוכיה דרכי נועם וכל נתיבוביה שלום ׃‬
“Her ways are ways of pleasantness, and all her paths are peace.”
(Prov. iii. 17.) And that not of a few, but of all without exception.
‫ הלא אל אחד בראנו ׃‬, ‫הלא אב אחד לכלנו‬
“Have we not all one father? Hath not one God created us?” (Mal. ii.
10.) That religion, therefore, cannot be of God, which would make
the greatest portion of his creatures miserable, and confer happiness
on a very limited number. The religion that came from heaven,
wherever it exists, must contain the elements of happiness for all
nations, and include all the families of man. It must exclude none but
the wilfully and obstinately wicked, who carry the torments of hell in
their own bosom, and would be necessarily unhappy even in heaven
itself. A religion, whose principles, if triumphant, would effect so
desirable a consummation, must be true. The question is, whether
modern Judaism, if it had full and free scope for the realization of all
its principles, would bear such blessed fruit? Our late inquiries about
amulets and magic led us to consider some of the laws about the
Sabbath-day, and as when true religion prevails, this ought to be the
happiest day of the week, the laws respecting it shall furnish
materials for our answer. That a rabbinical Sabbath would be the
happiest day in the week we much doubt, for, in the first place, to
keep the rabbinical Sabbath aright, it is necessary to be perfectly
acquainted with all the laws relating to it, which are very many and
very intricate, occupying even in Rambam’s compendium, including
the notes, above one hundred and seventy folio pages.[27] That any
conscientious man can be happy with such a load of law about his
neck appears impossible. He must be in continual fear and trembling
lest he should through forgetfulness or inadvertence be guilty of
transgression, and the continued watchfulness and anxiety would be
more intolerable than the hardest labour. But if Rabbinism wielded
the supreme power, he would have to dread the most severe and
immediate punishment:—
‫ וכל העושה‬, ‫שביתה בשביעי ממלאכה מצות עשה שנאמר וביום השביעי תשבות‬
, ‫בו מלאכה ביטל מצות עשה ועבר על לא תעשה שנאמר לא תעשה כל מלאכה‬
‫ומהו חייב על עשיית מלאכה אם עשה ברצונו בזדון חייב כרת ואם היה שם עדים‬
‫והתראה נסקל ואם עשה בשגגה חייב קרבן הטאת קבועה ׃‬
“To rest on the seventh day from work is an affirmative precept, for it
is said, ‘On the seventh day thou shalt rest.’ Whosoever, therefore,
does any work, annuls an affirmative, and transgresses a negative
precept, for it is said, ‘Thou shalt do no manner of work.’ What is
meant by being guilty on account of doing work? If it be done
voluntarily and presumptuously, the meaning is, that he is liable to
excision, and if there were witnesses and a warning, he is to be
stoned. If he did it in error, he must bring a certain sin-offering.”
(Hilchoth Shabbath, c. i. 1.) This sounds something like the law of
Moses, but is in reality far more severe. The whole force depends
upon the meaning of the word “work,” and the rabbinical sense
would entirely destroy the peace of society. If, for instance, a poor
man could not afford to have his Sabbath lamp burn all day, and
should extinguish it to save the oil; or if a humane man should see
burning coals in some place likely to do injury to others, and should
extinguish them, they would both be guilty, and if some zealous
Talmudists happened to be present, and first remonstrated with them
on the unlawfulness of the act, they would both be tried, found guilty,
and stoned to death:—
‫ כיצד‬, ‫כל העושה מלאכה בשבת אע׳׳פ שאינו צריך לגופה של מלאכה חייב עליה‬
‫הרי שכבה את הנר מפני שהוא צריך לשמן או לפתילה כדי שלא יאבד או כדי שלא‬
‫ישרף או כדי שלא יבקע חרס של נר מפני שהכבוי מלאכה והרי נתכוון לכבות‬
‫ואע׳׳פ שאין צריך לגוף הכבוי ולא כבה אלא מפני השמן או מפני החרס או מפני‬
‫ וכן המעביר את הקוץ ד׳ אמות ברה׳׳ר או המכבה את‬, ‫הפתילה הרי זה חייב‬
‫הגחלת כדי שלא יזוקו בו רבים חייב ואע׳׳פ שאינו צריך לגוף הכבוי או לגוף‬
‫חהעברה אלא להרחיק ההיזק הרי זה חייב וכן כל כיוצא בזה ׃‬
“Whosoever does any work on the Sabbath, even though he does
not do it for the sake of the work itself, is nevertheless guilty. How
so? If, for instance, a man extinguishes a lamp, because he wants
the oil or the wick, and wishes that it should not waste, nor be
burned, or that the earthenware part of the lamp should not be
cracked; inasmuch as the extinguishing is work, and his intention
was to extinguish it: although the mere act of extinguishing it was not
the ultimate object, but on the contrary, the saving of the oil or the
wick, or the earthen lamp, he is, nevertheless, guilty. And in like
manner, whosoever, removes thorns a distance of four ells in a
public place, or whosoever extinguishes coals to prevent the public
from being injured, is guilty: although the ultimate object was not the
extinguishing nor the moving, but he simply intended to prevent the
injury, he is guilty, and so in all similar cases.” (Ibid.) If this were the
law of the land, and the executive were in the hands of Talmudistic
zealots, the peace of the world would be at an end. The poor man
could not be happy, when he saw his little property wasting; and the
humane man would either be made miserable at the thought of being
able to prevent much injury, and yet not doing it, or would have to
expose himself to the danger of a cruel and ignominious death. We
know enough of the general character of the Jewish nation to believe
that there are amongst them those who would brave the danger,
whose generous hearts would rise above personal considerations,
but how dreadful would be the consequences! A man of a tender
heart, the father of a family, would be induced, by the best of
feelings, to save his fellow-men from injury. He would return to his
family, and tell them how God had given him an opportunity of doing
good. The family worthy of such a father would rejoice to hear the
information, but the sequel of his story would turn their joy into
mourning. He would have to tell them that ignominious death would
be the consequence, and that because he dared to do an act of
charity, and to love his brother as himself, the morrow would see his
wife a widow and his children orphans. But suppose, that when he
performed the act, he had been attended by two of his sons, now
grown up, and zealots for the oral law—that they had warned him,
and then became his accusers, as they must, if firm believers in
Talmudic religion, he would have the additional pangs of seeing his
own flesh and blood as the foremost of his executioners. This one
law would clothe the world with mourning, and make the light of the
Sabbath sun the curse of mankind. Though men might be found at
first to brave the danger, the course of time and the inflexible severity
of the law would soon annihilate all generous feeling. Children would
be trained up with the idea that humanity is not a Sabbath virtue, and
the constant resistance of the tender feelings would harden the
heart, and mankind in time become totally insensible on week-days
as well as Sabbath-days; and thus the enforcement of this one law
would produce universal selfishness, and this would certainly not
promote the happiness of the world. But take another case of a man,
who leaves his home on the Friday morning to go a short distance
into the country, intending to return before the commencement of the
Sabbath; he meets with an accident, and breaks a limb; on the
Sabbath he is sufficiently restored to think of the anxiety of his family,
and writes a short note to inform them of his state, this act of
common love and kindness would cost him his life; nay, if he had
only begun the letter, and then overcome by fear or weakness, had
left it unfinished, a rabbinic tribunal would condemn him to be
stoned.
‫כל המתכוון לעשות מלאכה בשבת והתחיל בה ועשה כשיעור חייב אע׳׳פ שלא‬
‫ כיצד הרי שנתכוון לכתוב אגרת או שטר‬, ‫השלים כל המלאכה שנתכוון להשלימה‬
‫בשבת אין אומרים לא יתחייב זה עד שישלים חפצו ויכתות כל השטר או כל‬
‫האגרת אלא משיכתוב שתי אותיות חייב ׃‬
“Whosoever intends to do any work on the Sabbath, and begins it,
and does a certain measure, is guilty, although he does not finish all
that he intended. How so? Suppose he intended to write a letter, or a
contract on the Sabbath, it is not to be thought that he will not be
guilty until he finish his business, and write the whole contract or the
whole letter. On the contrary, as soon as he shall have written two
letters (of the alphabet) he is guilty.” (Ibid.) And consequently, if it can
be proved, must be stoned. Every one’s daily experience will tell
them of the many similar cases where a letter may be necessary for
the peace or well-being of an individual or a family, and where the
delay of a day would be a serious injury. If rabbinism held the reins
of power, the anxiety, the sorrow, the injury must all be endured; the
Sabbath-day must be made a burden and a curse, instead of a
blessing, or life itself must be exposed to danger. But this would not
be the only misery. These sanguinary laws would, as religious laws,
bind the consciences of the weak and superstitious. A man’s
domestics, or his children, or even his wife, would become spies
over all his Sabbath doings, and the denouncers of every
transgression; and thus domestic confidence, without which not even
the shadow of happiness can exist, would be destroyed, and a man’s
foes would be those of his own household. Much has lately been
thought and said about the sanguinary nature of the laws of England,
but the laws of Draco himself were merciful when compared with the
religious enactments of the rabbies. Draco only sentenced to death
men convicted of a crime. The oral law condemns to stoning the
man, woman, or child who will venture to write two letters of the
alphabet, or even who will extinguish fire to prevent a public injury.
Nay, in some cases, where it actually pronounces a man innocent, it
nevertheless commands him to be flogged.
‫נתכוון ללקוט תאנים שחורות וליקט לבנות או שנתכוון ללקוט תאנים ואחר כך‬
‫ענבים ונהפך הדבר וליקט הענבים בתחלה ואח׳׳כ תאנים פטור אע׳׳פ שליקט כל‬
‫מה שחשב הואיל ולא ליקט כסדר שחשב פטור שבלא כוונה עשה שלא אסרה‬
‫התורה אלא מלאכת מחשבת ׃‬
“If a man intended to gather black figs, but gathered white figs, or if
he intended to gather figs and afterwards grapes, but the matter has
been inverted, and he gathered the grapes first, and afterwards the
figs, he is not guilty. Although he have gathered all that he thought of
gathering, yet, because he did not gather them in the intended order,
he is not guilty, for he did what was unintentional, and the law forbids
only intentional work.” (Ibid.) We pass by the manifest absurdity of
this decision, which is, however, sufficient to prove that this law is not
of God, because it is more important to consider what is to be done
with a man not guilty. The law of England, or any other civilized
country, would say, of course, that he is to go free; but not so the oral
law, it commands that the man should be flogged.
‫ הרי זה פטור מן הכרת ומן הסקילה‬, ‫וכל מקום שנאמר שהעושה דבר זה פטור‬
‫ומן הקרבן אבל אסור לעשות אותו דבר בשבת ואיסורו מדברי סופרים והוא‬
‫הרחקה מן המלאכה והעושה אותו בזדון מכין אותו מכות מרדות ׃‬
“Wherever it is said, he that doeth anything is not guilty, the meaning
is, that he is not liable to excision, nor stoning, nor a sacrifice, but
that thing is unlawful to be done, and the prohibition is of the words
of the Scribes, and is intended as a removal from the possibility of
work: and he that does it presumptuously, is to be flogged with the
flogging of rebellion.” (Ibid.) Here, then, we have a whole class of
crimes which the oral law itself allows are no crimes according to the
law of Moses, but which it thinks fit to punish with that dreadful and
degrading infliction. Are the professors of this traditional religion
really acquainted with its ordinances? or can any man believe that a
religion which, if it had full scope and power, would become the
torment of the human race, can emanate from God?
If ever this religion attains supreme power, its adherents will be
reduced to a state of the most deplorable bondage, but what would
be its effect upon the other nations of the world? It would, in the first
place, deprive all other nations of a Sabbath; for we have already
quoted the law (No. 3, p. 22), which decides, “That a Gentile who
keeps a Sabbath, though it be on one of the week-days is guilty of