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Modern
Management concepts & skills

R TO
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IS
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S.
&

T O
E R
. C
C
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SAM

fifteenth edition

Conclusions about the Performance of Social
Responsibility Activities by Business 46
Social Responsiveness 47
Determining Whether a Social Responsibility Exists 47
Social Responsiveness and Decision Making 48
TIPS FOR MANAGING AROUND THE
GLOBE: China Focuses on Agricultural (Ag)
Sustainability 48
Approaches to Meeting Social Responsibilities 49
The Social Audit Challenge 50
The Philanthropy Challenge 51
The Sustainable Organization Challenge
Defining Sustainability 52
Defining a Sustainable Organization 52
Why Sustainability? 53
Steps for Achieving Sustainability 54
PRACTICAL CHALLENGE: ACHIEVING
SUSTAINABILITY: Mars 54
Managers and Ethics 56
A Definition of Ethics 56
Why Ethics Is a Vital Part of Management
Practices 56
A Code of Ethics 57
Creating an Ethical Workplace 57
STEPS FOR SUCCESS: Creating an Ethical Work
Environment 59
Following the Law: Sarbanes–Oxley Reform
Standards 59
CHALLENGE CASE SUMMARY    60
Class Preparation and Personal Study 62
Management Skills Exercises 63
4 Management and Diversity 67
Diversity Skill and Your Career 67
CHALLENGE CASE: Diverse Employees
Contribute to GE Lighting’s Bright Future
Defining Diversity 69
The Social Implications of Diversity 69
Advantages of Diversity in Organizations
Gaining and Keeping Market Share 70
Cost Savings 70
Increased Productivity and Innovation 71
Better Quality Management 71
Challenges That Managers Face in Working with
Diverse Populations 72
Changing Demographics 72
Multigenerational Workforce 73
Ethnocentrism and Other Negative Dynamics 73
PRACTICAL CHALLENGE: SETTING DIVERSITY
TARGETS: Pinterest Sets Hiring Goals for a More
Diverse Workforce 74
Negative Dynamics and Specific Groups 75
Strategies for Promoting Diversity in
Organizations 77
A01_CERT9138_15_SE_FM.indd 7
CONTENTS vii
Promoting Diversity through Hudson Institute
Strategies 77
Promoting Diversity through Equal Employment
and Affirmative Action 78
Promoting Diversity through Organizational
Commitment 79
Promoting Diversity through Pluralism 80
TIPS FOR MANAGING AROUND THE GLOBE:
Deloitte UK “Hides” College and University
Degrees 81
How Managers Promote Diversity 82
Planning 82
52 Organizing 82
Influencing 83
Controlling 83
STEPS FOR SUCCESS: Generation Z Members and
Their Challenges 83
Management Development and Diversity
Training 84
CHALLENGE CASE SUMMARY    86
Class Preparation and Personal Study 87
Management Skills Exercises 88
5 Managing in the Global Arena 93
Global Management Skill and Your Career 93
CHALLENGE CASE: KFC Opens a Store a Day in
China 94
Fundamentals of International
Management 95
Categorizing Organizations by Level of
International Involvement 97
Domestic Organizations 97
International Organizations 97
68 Multinational Organizations: The Multinational
Corporation 97
Multinational Corporations 98
Complexities of Managing the Multinational
70 Corporation 98
PRACTICAL CHALLENGE: GROWING AN
INTERNATIONAL ONLINE BUSINESS:
Amazon’s International Expansion 100
Risk and the Multinational Corporation 100
The Workforce of Multinational
Corporations 100
Types of Organization Members Found in Multinational
Corporations 101
Workforce Adjustments 101
Adjusting to a New Culture 101
Repatriation 101
Management Functions and Multinational
Corporations 102
Planning in Multinational Corporations 102
22/12/17 3:11 PM
 viii CONTENTS
Organizing Multinational
Corporations 105
Influencing People in Multinational
Corporations 107
STEPS FOR SUCCESS: Examples of Business
Etiquette in Other Cultures 109
Controlling Multinational
Corporations 109
Transnational Organizations 110
International Management:
Special Issues 110
Maintaining Ethics in International Management 110
TIPS FOR MANAGING AROUND THE GLOBE:
Managing Expatriates 111
Preparing Expatriates for Foreign
Assignments 112
CHALLENGE CASE SUMMARY    112
Class Preparation and
Personal Study 113
Management Skills Exercises 114
6 Creativity and Innovation
Creativity and Innovation Skill and Your
Career 119
CHALLENGE CASE: Olde Peninsula Brings
Brewpub Innovation to Kalamazoo 120
Creativity 121
Defining Creativity 121
Creativity in Organizations 121
Creativity in Individuals 122
PRACTICAL CHALLENGE: ENABLING
CREATIVITY: UN Development Program Backs
Creative Responses to Crises 123
Increasing Creativity in Organizations
Innovation and Creativity 126
Defining Innovation 126
Linking Innovation and Creativity 127
The Innovation Process 127
STEPS FOR SUCCESS: Inviting Inventions at a
Hackathon 129
Catalyst for Creativity and Innovation: Total
Quality Management 130
Essentials of Total Quality Management 130
TIPS FOR MANAGING AROUND THE GLOBE:
Michelin’s Quality Advantage 131
The Quality Improvement Process 133
Creative Ideas Based on TQM Expertise 135
CHALLENGE CASE SUMMARY    137
Class Preparation and Personal Study
Management Skills Exercises 139
A01_CERT9138_15_SE_FM.indd 8
PART 3
Planning
7 Plans and Planning Tools 143
Planning Skill and Your Career 143
CHALLENGE CASE: Wal-Mart Plans to Have
What You Want 144
General Characteristics of Planning 145
Defining Planning 145
Purposes of Planning 145
Planning: Advantages and Potential
Disadvantages 145
Primacy of Planning 146
Types of Plans 146
Standing Plans: Policies, Procedures, and Rules 146
STEPS FOR SUCCESS: Tips for Setting a
Budget 147
Single-Use Plans: Programs and Budgets 148
Steps in the Planning Process 149
Organizational Objectives: Planning’s
119 Foundation 150
Definition of Organizational Objectives 150
Areas for Organizational Objectives 151
Working with Organizational Objectives 152
Guidelines for Establishing Quality Objectives 152
Management by Objectives (MBO) 153
Factors Necessary for a Successful MBO
Program 153
MBO Programs: Advantages and Disadvantages 154
Planning Tools 154
Forecasting 155
TIPS FOR MANAGING AROUND THE GLOBE:
Mitsubishi Electric Opens New Training Facility
in Japan 156
123 Scheduling 158
PRACTICAL CHALLENGE: MEETING
SCHEDULES: Clark/McCarthy Joint Venture
Builds Navy Hospital ahead of Schedule 159
Why Plans Fail 161
CHALLENGE CASE SUMMARY    161
Class Preparation and Personal Study 163
Management Skills Exercises 164
8 Making Decisions 169
Decision-Making Skill and Your Career 169
CHALLENGE CASE: Whole Foods Decides to
Open in Detroit 170
Fundamentals of Decisions 171
138
Definition of a Decision 171
Types of Decisions 171
22/12/17 3:11 PM
 CONTENTS ix

The Responsibility for Making Organizational Business Portfolio Analysis 200

Decisions 172
TIPS FOR MANAGING AROUND THE GLOBE: Shaw
Industries Paves the Way for Good Decisions 172
Elements of the Decision Situation 173
The Rational Decision-Making Process 174
Identifying an Existing Problem 175
Listing Alternative Solutions 175
Selecting the Most Beneficial Alternative 176
Implementing the Chosen Alternative 177
Gathering Problem-Related Feedback 177
Bounded Rationality 177
PRACTICAL CHALLENGE: IMPLEMENTING
DECISIONS: Ford Invests $700 Million in
Michigan Plant 177
Decision Making and Intuition 178
Decision-Making Heuristics and Biases 178
Decision-Making Conditions: Risk and
Uncertainty 178
Decision-Making Tools 179
Probability Theory 179
Decision Trees 180
Group Decision Making 181
Advantages and Disadvantages of Using Groups to
Make Decisions 181
STEPS FOR SUCCESS: Facilitating Group
Decisions 182
Processes for Making Group Decisions 182
Evaluating Group Decision-Making Processes 183
CHALLENGE CASE SUMMARY    184
Class Preparation and Personal Study 185
Management Skills Exercises 186
9 Strategic Planning: Strategies, Tactics,
and Competitive Dynamics 190
Strategic Planning Skill and Your Career 190
CHALLENGE CASE: Facebook Positions Itself
to Stay Relevant 191
Strategic Planning and Strategy 192
Strategic Management Process 193
Environmental Analysis 193
The General Environment 194
The Industry Environment 196
The Internal Environment 197
Establishing Organizational Direction 197
Determining Organizational Mission 198
Developing a Mission Statement 198
The Importance of an Organizational Mission 198
The Relationship between Mission and Objectives 198
Strategy Formulation: Tools 198
STEPS FOR SUCCESS: Ask the Right
Questions 199
Critical Question Analysis 199
SWOT Analysis 199
Strategy Formulation: Types 202
Sample Organizational Strategies 202
Strategy Implementation 203
TIPS FOR MANAGING AROUND THE GLOBE:
Ryanair Utilizes Cost Leadership Strategy 204
Strategic Control 204
Tactical Planning 204
Comparing and Coordinating Strategic and Tactical
Planning 205
Competitive Dynamics205
PRACTICAL CHALLENGE: COMPETITIVE
DYNAMICS FOR RETAILERS: Stores Take on
Amazon 206
CHALLENGE CASE SUMMARY    207
Class Preparation and Personal Study 209
Management Skills Exercises 210
PART 4
Organizing
10 Fundamentals of Organizing 214
Organizing Skill and Your Career 214
CHALLENGE CASE: Microsoft Tries to Program
Unity with Its New Structure 215
Definitions of Organizing and Organizing
Skill 216
The Importance of Organizing 216
The Organizing Process 217
Classical Organizing Theory 218
Weber’s Bureaucratic Model 218
Division of Labor 219
Advantages and Disadvantages of Division of
Labor 219
Division of Labor and Coordination 219
PRACTICAL CHALLENGE: COORDINATION: How
the MBTA Moved Forward with Security 220
Follett’s Guidelines on Coordination 220
Structure 220
Informal Organizational Structures 220
Vertical Dimensioning 221
Horizontal Dimensioning 223
Types of Departmentalization 223
Departments Based on Function 223
TIPS FOR MANAGING AROUND THE GLOBE:
France Bans E-Mails after Work 224
Departments Based on Product or Service 225
Departments Based on Geography 226
Departments Based on Customer 226
Departments by Matrix 227
STEPS FOR SUCCESS: Managing in a Matrix
Structure 227

A01_CERT9138_15_SE_FM.indd 9 22/12/17 3:11 PM

 x CONTENTS
CHALLENGE CASE SUMMARY    230
Class Preparation and Personal Study 231
Management Skills Exercises 232
11 Responsibility, Authority, and
Delegation 236
Responsibility and Delegation Skill and Your
Career 236
CHALLENGE CASE: Autonomy at Hy-Vee
Supermarkets 237
Responsibility and Job Descriptions 238
STEPS FOR SUCCESS: Tips for Delegating
Tasks 238
Dividing Job Activities 239
The Functional Similarity Method 239
Functional Similarity and Responsibility 239
Clarifying Job Activities of Managers 240
Management Responsibility Guide 240
Authority 241
Authority on the Job 241
Acceptance of Authority 242
Types of Authority 242
Accountability 245
Delegation 245
PRACTICAL CHALLENGE: ACCOUNTABILITY:
How Extended Stay America Eased the Sting of
Accountability 245
Steps in the Delegation Process 246
Obstacles to the Delegation Process 246
Eliminating Obstacles to the Delegation Process 247
Centralization and Decentralization 247
Decentralizing an Organization: A Contingency
Viewpoint 248
TIPS FOR MANAGING AROUND THE GLOBE:
Decentralizing for Diverse Markets: The Four
Seasons Example 249
Decentralization at Massey-Ferguson: A Classic
Example from the World of Management 249
CHALLENGE CASE SUMMARY    250
Class Preparation and Personal Study 252
Management Skills Exercises 252
12 Human Resource Management
Human Resource Management Skill and Your
Career 257
CHALLENGE CASE: Netflix Revamps Its Human
Resources 258
Defining Appropriate Human
Resources 259
A01_CERT9138_15_SE_FM.indd 10
Recruitment 259
Knowing the Job 259
Knowing Sources of Human Resources 260
Sources Outside the Organization 263
TIPS FOR MANAGING AROUND THE GLOBE:
European Companies Need Women on Their
Boards 264
Knowing the Law 264
Selection 265
Testing 265
Assessment Centers 266
Training 267
Determining Training Needs 267
Designing the Training Program 268
Administering the Training Program 268
STEPS FOR SUCCESS: Tips for Being an Effective
Interviewer 269
Evaluating the Training Program 270
Performance Appraisal 270
Why Use Performance Appraisals? 271
Multisource Feedback 271
PRACTICAL CHALLENGE: FINDING TALENT:
How Home Depot Streamlined the Application
Process 271
Handling Performance Appraisals 272
Potential Weaknesses of Performance
Appraisals 272
CHALLENGE CASE SUMMARY    272
Class Preparation and Personal Study 274
Management Skills Exercises 275
13 Changing Organizations: Stress,
Conflict, and Virtuality 279
Organizational Change Skill and Your
Career 279
CHALLENGE CASE: How Huntington Hospital
Introduced Electronic Health Records 280
Fundamentals of Changing an Organization 281
Defining Changing an Organization 281
Change versus Stability 282
Factors to Consider When Changing an
Organization 282
The Change Agent 282
Determining What Should Be Changed 283
257 The Kind of Change to Make 283
Individuals Affected by the Change 286
Evaluation of the Change 287
TIPS FOR MANAGING AROUND THE GLOBE:
Try Change in One Country First:
Avon’s Experience 288
Change and Stress 288
Defining Stress 288
The Importance of Studying Stress 289
22/12/17 3:11 PM

Managing Stress in Organizations 289
STEPS FOR SUCCESS: Managing Stress
Change and Conflict 291
Defining Conflict 291
Strategies for Settling Conflict 292
PRACTICAL CHALLENGE: MANAGING
CONFLICT: Southwest Airlines Embraces
Positive Conflict 292
Virtuality 294
Defining a Virtual Organization 294
Degrees of Virtuality 294
The Virtual Office 294
CHALLENGE CASE SUMMARY    296
Class Preparation and Personal Study
Management Skills Exercises 299
PART 5
Influencing
14 Influencing and Communication
Communication Skill and Your
Career 304
CHALLENGE CASE: How Evernote’s Phil Libin
Keeps Communication Flowing 305
Fundamentals of Influencing 306
Defining Influencing 306
The Influencing Subsystem 306
Emotional Intelligence 308
PRACTICAL CHALLENGE: Google’s Emotional
Intelligence Course 308
Communication 309
Interpersonal Communication 310
TIPS FOR MANAGING AROUND THE GLOBE:
Cross-Cultural Communication 312
STEPS FOR SUCCESS: Crafting an Elevator
Speech 316
Interpersonal Communication in
Organizations 316
Formal Organizational Communication 317
Informal Organizational Communication 318
Encouraging Organizational Communication
CHALLENGE CASE SUMMARY    321
Class Preparation and Personal Study
Management Skills Exercises 323
15 Leadership 328
Leadership Skill and Your Career 328
CHALLENGE CASE: Bain & Company’s CEO, Bob
Bechek, Leads the Team 329
A01_CERT9138_15_SE_FM.indd 11
CONTENTS xi
Defining Leadership 330
290 Leader versus Manager 330
Early Approaches to Leadership 331
The Trait Approach to Leadership 331
Behavioral Approaches to Leadership 331
More Recent Approaches to Leadership 333
TIPS FOR MANAGING AROUND THE GLOBE:
Adapting Your Leadership Style in Other
Cultures 333
The Life Cycle Theory of Leadership 334
Fiedler’s Contingency Theory 335
The Path–Goal Theory of Leadership 337
A Special Situation: How Leaders Make
Decisions 338
298 The Tannenbaum and Schmidt Leadership
Continuum 338
The Vroom–Yetton–Jago Model 341
Leaders Changing Organizations 342
The Tasks of Transformational Leaders 343
Leaders Coaching Others 343
STEPS FOR SUCCESS: Tips for Establishing a
Coaching Program 343
304
Coaching Behavior 344
Leadership: Emerging Concepts for Modern
Times 344
Servant Leadership 345
Level 5 Leadership 346
PRACTICAL CHALLENGE: LEADING FOR
GREATNESS: How Mary Barra, GM’s CEO, Meets
the Leadership Challenge 347
Authentic Leadership 347
CHALLENGE CASE SUMMARY    348
Class Preparation and Personal Study 350
Management Skills Exercises 351
16 Motivation 356
Motivation Skill and Your Career 356
CHALLENGE CASE: How Disney Motivates Its
Employees 357
Defining Motivation 358
Process Theories of Motivation 358
The Needs-Goal Theory of Motivation 358
320
The Vroom Expectancy Theory of Motivation 359
Equity Theory of Motivation 360
The Porter–Lawler Theory of Motivation 361
323
Content Theories of Motivation: Human
Needs 361
Maslow’s Hierarchy of Needs 362
Alderfer’s ERG Theory 362
PRACTICAL CHALLENGE: DEVELOPING
REWARDS: How The Home Depot Recognizes
Employees 363
Argyris’s Maturity-Immaturity Continuum 363
McClelland’s Acquired Needs Theory 364
22/12/17 3:11 PM
 xii CONTENTS
Importance of Motivating Organization
Members 364
Strategies for Motivating Organization
Members 365
Managerial Communication 365
TIPS FOR MANAGING AROUND THE GLOBE:
Motivating Employees from Other Cultures 366
Theory X and Theory Y 366
Behavior Modification 369
Likert’s Management Systems 370
STEPS FOR SUCCESS: Tips for Disciplining
Employees Effectively 371
Monetary Incentives 372
Nonmonetary Incentives 372
CHALLENGE CASE SUMMARY    373
Class Preparation and Personal Study
Management Skills Exercises 375
17 Groups and Teams 381
Team Skill and Your Career 381
CHALLENGE CASE: Better Teamwork Makes
Numerica Credit Union a Winner 382
Groups 383
Kinds of Groups in Organizations383
Formal Groups 383
STEPS FOR SUCCESS: Leading Group
Development 388
Informal Groups 388
Managing Work Groups 389
Determining Group Existence 389
Understanding the Evolution of Informal
Groups 390
Teams 391
Groups versus Teams 391
Types of Teams in Organizations 392
PRACTICAL CHALLENGE: PUBLIC
RECOGNITION: How Momchil Kyurkchiev Builds
Teams at Leanplum 392
Stages of Team Development 394
Forming 394
Storming 394
Norming 394
Performing 394
Adjourning 394
Team Effectiveness 395
Trust and Effective Teams 396
TIPS FOR MANAGING AROUND THE GLOBE:
Establishing Trust in International Teams 397
Collaboration and Effective Teams
CHALLENGE CASE SUMMARY    398
Class Preparation and Personal Study
Management Skills Exercises 401
A01_CERT9138_15_SE_FM.indd 12
18 Building Organization Culture 407
Organization Culture Skill and Your Career 407
CHALLENGE CASE: Zappos Doesn’t Sell
Shoes—It “Delivers WOW” 408
Fundamentals of Organization Culture 409
Defining Organization Culture 409
The Importance of Organization Culture 409
TIPS FOR MANAGING AROUND THE GLOBE:
P&G’s Worldwide Business Conduct Manual 410
Functions of Organization Culture 410
Types of Organization Culture 411
Building a High-Performance Organization
Culture 413
PRACTICAL CHALLENGE: BUILDING A STRONG
374
ORGANIZATION CULTURE: Southwest Airlines
Celebrates Its Organization Culture 415
Keeping Organization Culture Alive and Well 416
Establishing a Vision of Organization Culture 416
Building and Maintaining Organization Culture through
Artifacts 418
STEPS FOR SUCCESS: Tips for Writing a Values
Statement 420
Integrating New Employees into the Organization
Culture 421
Maintaining the Health of Organization Culture 422
CHALLENGE CASE SUMMARY    423
Class Preparation and Personal Study 424
Management Skills Exercises 425
PART 6
Controlling
19 Controlling, Information,
and Technology 430
Controlling Skill and Your Career 430
CHALLENGE CASE: Domino’s Goes High-Tech
with Easy Order 431
The Fundamentals of Controlling 432
Defining Control 432
The Controlling Subsystem 432
The Controlling Process 432
Measuring Performance 432
Comparing Measured Performance to
Standards 433
Taking Corrective Action 435
397 Power and Control 436
A Definition of Power 436
Total Power of a Manager 437
400 Steps for Increasing Total Power 437
22/12/17 3:11 PM

TIPS FOR MANAGING AROUND THE GLOBE:
Exercising Power across Cultures 437
Making Controlling Successful 438
Essentials of Information 439
Factors Influencing the Value of Information
STEPS FOR SUCCESS: Getting a Handle
on Big Data 441
Evaluating Information 442
The Information System (IS) 443
Describing the IS 443
PRACTICAL CHALLENGE: USING DATA FROM
SOCIAL MEDIA: Twitter Feeds Businesses’
Needs 444
Managing Information Systems 446
CHALLENGE CASE SUMMARY    448
Class Preparation and Personal Study 449
Management Skills Exercises 450
20 Production and Control 455
Production Skill and Your Career 455
CHALLENGE CASE: Tesla Production Will Be
Fastest in History 456
Production and Productivity 457
Defining Production 457
Productivity 457
Quality and Productivity 458
Focus on Continual Improvement 458
Focus on Quality and Integrated Operations 458
PRACTICAL CHALLENGE: CONTINUAL
IMPROVEMENT: At Wisconsin Hospitals, Costs
Fall as Quality Rises 459
Automation 460
Strategies, Systems, and Processes 461
Operations Management 462
Defining Operations Management 462
Operations Management Considerations 462
TIPS FOR MANAGING AROUND THE GLOBE:
Choosing a Factory Location: Volkswagen Picks
North America 464
Operations Control 467
Just-in-Time Inventory Control 467
Maintenance Control 468
Cost Control 469
Budgetary Control 469
STEPS FOR SUCCESS: Controlling with a
Budget 470
Ratio Analysis 471
Materials Control 472
Operations Control Tools 472
A01_CERT9138_15_SE_FM.indd 13
CONTENTS xiii
Using Control Tools to Control Organizations 473
Inspection 473
Management by Exception 473
Management by Objectives 474
439 Break-Even Analysis 474
Other Broad Operations Control Tools 476
CHALLENGE CASE SUMMARY    477
Class Preparation and Personal Study 479
Management Skills Exercises 480
Appendix 1 Managing: History and Current
Thinking 484
Comprehensive Management Skill and Your
Career 484
CHALLENGE CASE: How Management
Innovation Keeps Ford Moving Ahead 485
The Classical Approach 486
Lower-Level Management Analysis 487
PRACTICAL CHALLENGE: IMPROVING
PRODUCTIVITY: Tracking Sensors Take Work
Measurement to a New Level 488
Comprehensive Analysis of Management 490
Limitations of the Classical Approach 491
The Behavioral Approach 491
The Hawthorne Studies 492
Recognizing the Human Variable 492
STEPS FOR SUCCESS: Understanding
Employees 493
The Human Relations Movement 493
The Management Science Approach 493
The Beginning of the Management
Science Approach 494
Management Science Today 494
Characteristics of Management Science
Applications 495
The Contingency Approach 495
The System Approach 495
Types of Systems 496
Systems and “Wholeness” 496
The Management System 496
Information for Management System Analysis 497
Learning Organization: A New Approach? 498
TIPS FOR MANAGING AROUND THE GLOBE:
IBM’s “Crowded” Learning Environment 499
CHALLENGE CASE SUMMARY    499
Class Preparation and Personal Study 500
Management Skills Exercises 501
22/12/17 3:11 PM
This page intentionally left blank
 About the Authors
Dr. Samuel C. Certo is presently Emeritus Dean and Steinmetz Professor of Manage-
ment at the Roy E. Crummer Graduate School of Business at Rollins College. Over his career,
Dr. Certo has received many prestigious awards, including the Award for Innovative Teaching
from the Southern Business Association, the Instructional Innovation Award granted by the
Decision Sciences Institute, and the Charles A. Welsh Memorial Award for outstanding teach-
ing. He has also received the Bornstein and Cornell Awards for teaching and global recognition
of his scholarship.
Dr. Certo has also authored or co-authored several highly regarded textbooks, including
Modern Management: Concepts and Skills, Strategic Management: Concepts and Applications, and Supervi-
sion: Concepts and Applications. His textbooks have been translated into several languages for dis-
tribution throughout the world.
His newest popular-market book, Chasing Wisdom: Finding Everyday Leadership in Business and
Life, recommends combining business and biblical principles to build successful organizations.
His podcast program emphasizing the chasing wisdom concept is available on iTunes. The
number of its listeners is growing, and it now has listeners in over 200 countries.
A past chairperson of the Management Education and Development Division of the Acad-
emy of Management, he has had the honor of being presented with the group’s Excellence in
Leadership Award. Dr. Certo has also served as president of the Association for Business Simula-
tion and Experiential Learning, an associate editor for Simulation and Games, and as a review board
member of the Academy of Management Review. His consulting experience has been extensive and
includes notable participation on boards of directors in both public and private companies.

S. Trevis Certo is the Jerry B. and Mary Anne Chapman Professor of Business in the Depart-
ment of Management and Entrepreneurship in the W. P. Carey School of Business at Arizona
State University. His research focuses on corporate governance, top management teams, ini-
tial public offerings (IPOs), and research methodology. Trevis’s research has appeared in Acad-
emy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of
Management, Journal of Business Venturing, Entrepreneurship Theory and Practice, Journal of Management
Studies, Business Ethics Quarterly, Journal of Business Ethics, California Management Review, and Business
Horizons. Trevis also serves on the editorial boards of Academy of Management Journal and Strategic
Management Journal. Trevis has taught undergraduate, MBA, EMBA, and PhD courses in strate-
gic management, research methodology, and international business at Arizona State University,
Texas A&M University, Indiana University, Tulane University, and Wuhan University (China).

 xv

A01_CERT9138_15_SE_FM.indd 15 22/12/17 3:11 PM

 Letter from the Authors
Dear Colleague,

Thank you for taking the time to review our book. If you are reading this right now, you likely
agree with our (perhaps biased) opinion that Management is one of the most important courses
that students will take in their academic careers. Regardless of their majors, management will
likely be in your students’ futures. Whether your students graduate to become salesforce mem-
bers, financial analysts, or supply chain specialists, they will undoubtedly work for managers.
This book will help students understand how managers work. Moreover, the concepts in this
text will help students prepare for their own future management positions.

It is hard to believe that this management textbook, now in its fifteenth edition, is over 35 years
old. While a little younger than companies such as Apple and Microsoft, it is amazing to think
that our book is older than companies like Alphabet (Google), Costco, Amazon, Lockheed
Martin, and Netflix. Like these leading companies, our book has advanced over the years, rely-
ing on one constant theme: innovation. We created a product that resonated with the academic
community, and we continuously innovated over the decades that followed. Specifically, over
the years we have continued to integrate leading-edge research on individuals, teams, and orga-
nizations with pedagogical techniques designed to enhance students’ performance, their ability
to obtain employment, and ultimately their careers.

The unique approach of our book is that each chapter in our comprehensive text helps students
develop a specific management skill. The content specifically focuses on how students can be
more strategic and more creative, work as team members, become successful leaders, and more.
We designed our chapters to build these skills (and others) to fulfill the objective of this book: To
help students both obtain employment and flourish in the workplace.

The work on the pages that follow is largely the result of our interactions with the many instruc-
tors around the globe who use our book. Thank you! If we can help, please do not hesitate to
email us!

Sincerely,

Samuel C. Certo S. Trevis Certo

scerto@rollins.edu trevis.certo@asu.edu

A01_CERT9138_15_SE_FM.indd 16 22/12/17 3:11 PM

 Preface
Build students’ management confidence by helping
students not only learn management concepts but also
develop a target skill in each chapter.

Applying
Management
Concepts

Each chapter opens with a

Challenge Case that presents
a company facing a particular
challenge relevant to the topic
of the chapter.

At the end of each chapter is the

Challenge Case Summary,
where students read about how
the company manager(s) used
the concepts presented in the
chapter to address the challenge.

 xvii

A01_CERT9138_15_SE_FM.indd 17 22/12/17 3:11 PM

 xviii PREFACE

Tips for Managing Around the Globe, Steps for Success, and Practical Challenge callouts
highlight practical applications of management concepts.

A01_CERT9138_15_SE_FM.indd 18 22/12/17 3:11 PM

 PREFACE xix

Each chapter references assignable exercises in MyLab Management like branching, scenario-
based Try It! Mini Sims and Watch It! Videos about real companies to provide even more
opportunities for students to apply the concepts they are learning to real-world situations.

A01_CERT9138_15_SE_FM.indd 19 23/12/17 12:34 PM

 xx PREFACE

Personal Inventory Assessments, assignable in MyLab

Management, are recommended by the authors in every chapter.
These assessments provide immediate results to develop profes-
sionalism and awareness of oneself and others, giving students the
skills necessary for their future career.

Developing Management
Skills

Target Skill and Skill and Your Career at the opening

of each chapter focus on managerial skills that employers
most value in job candidates. Students can develop these
skills by completing specially designed, innovative learn-
ing activities, which appear both in the text and through
MyLab Management.
Assessing Your Management Skills is an assignment in
MyLab Management with an average of 15 questions that asks
the students to indicate how they would advise senior manage-
ment to respond to situations in the Case Challenge and Case
Challenge Summary. Students receive instant feedback on their
responses. Results flow to the gradebook.

Management Skills Exercises provide additional dis-

cussion questions to dig into the Challenge Case and a
second, short case to help students better understand
how concepts apply to companies and their challenges.

A01_CERT9138_15_SE_FM.indd 20 22/12/17 3:12 PM

 PREFACE xxi

Three Experiential Exercises are featured at the end of each chapter. The first type helps stu-
dents use active learning, frequently in groups, to develop knowledge and skills specific to chapter
content. The second, You and Your Career, is an exercise that asks students to reflect on chapter
content to help them better understand how to manage their careers. The third type, Building
Your Management Skills Portfolio activities, use real company examples and data points to
help students demonstrate the management knowledge and skill acquired in that chapter.

A01_CERT9138_15_SE_FM.indd 21 22/12/17 3:12 PM

 xxii PREFACE

What’s New to This Edition

NEW! Management Skill and Your Career
Helps students understand the relationship between each chapter’s Target Skill and future
employability.

UPDATED! Reorganized Table of Contents

Reflects the changing importance placed on Entrepreneurship and Creativity and Innovation
due to research on what companies are seeking in applicants.
• Management and Entrepreneurship chapter (formally Appendix 2) is now Chapter 2.
• Creativity and Innovation chapter (formally Appendix 3) is now Chapter 6.

NEW! Employability & Employability Skills

Consistent with our traditional pragmatic focus on concepts and skills, a new theme has been
added on what it means to be employable and developing related skills.

NEW! Chapter-Opening Challenge Cases & Chapter-Ending

Challenge Case Summaries
Half of the Challenge Cases and Challenge Case Summaries are new to this edition, including
new cases on Netflix, Walt Disney Company, and Domino’s Pizza.

NEW! Chapter-Ending Cases

Half of the Chapter-Ending Cases are new to this edition, including a new case on Fox News and CNN.

NEW! Experiential Exercises

Half of the chapter-ending experiential exercises are new to this edition. Exercises focus on top-
ics like conducting feasibility studies, managing Generation Z, and understanding cultures in
other countries.

NEW! Chapter Highlights: Tips for Managing Around the

Globe, Steps for Success, and Practical Challenge.
Half of the highlights are new to this edition. New features focus on topics like P&G’s Integrity
Statement, interviewing recruits at Home Depot, and China’s efforts to implement sustainable
agricultural practices.

NEW AND UPDATED! Research Updates

Each chapter topic was thoroughly reviewed for timeliness of cited research, with endnotes
being modified as necessary. Topics now include, for example, employability, self-managed
teams, organization development, and workplace bullying.

Chapter-by-Chapter Changes
Introduction to Modern Management
Chapter 1: Introducing Modern Management: Concepts and Skills
• Updated with new Highlight: Management Skill and Your Career
• New chapter coverage on employability skills and highlights about top-paid executives
• New Challenge Case discusses Coca-Cola’s new CEO, James Quincey

A01_CERT9138_15_SE_FM.indd 22 22/12/17 3:12 PM

 PREFACE xxiii

• New end-of-chapter case features Doze Mattresses and the challenges of managing a start-up
business
• New Experiential Exercise related to conceptual skills
• New You and Your Career activity delves into managing older generations of workers
Chapter 2: Management and Entrepreneurship: Handling Start-Ups and New Ventures
• New Chapter Placement: Moved to front of book to emphasize entrepreneurship early in
course
• New Highlight: Entrepreneurship Skill and Your Career
• New Challenge Case, Professor Becomes Restaurateur, focuses on start-ups
• New Experiential Exercise focuses on conducting a feasibility study
• New You and Your Career looks at hiring decisions
• New Building Your Management Skills Portfolio activity discusses the entrepreneurship
process

Modern Management Challenges

Chapter 3: Society, Ethics, and Sustainability
• New Highlight: Social Responsibility Skill and Your Career
• New chapter coverage on tracking sustainability goals
• New Challenge Case addresses how IKEA builds on its commitment to the environment
• New Tips for Managing Around the Globe focuses on China’s efforts to implement more sus-
tainable agricultural practices
• New Steps for Success is about P&G’s integrity statement
• New Practical Challenge emphasizes sustainability at Mars
• New end-of-chapter case on whistle-blowing at Wells Fargo
Chapter 4: Management and Diversity
• New Highlight: Diversity Skill and Your Career
• New chapter coverage on EEOC and related case settlements
• New Tips for Managing Around the Globe that looks at Deloitte UK
• New Steps for Success discusses Generation Z
• New Practical Challenge examines Pinterest’s hiring goals for a more diverse workforce
• New Challenge Case discusses how diverse employees contribute to GE Lighting’s bright
future
• New end-of-chapter case on Fox News and CNN’s racial discrimination lawsuits
• New Experiential Exercise explores difficulty of managing Generation Z
• New You and Your Career emphasizes discrimination
Chapter 5: Managing in the Global Arena
• New Highlight: Global Management Skill and Your Career
• New chapter coverage of foreign investment in the United States, U.S. investment abroad, non-
verbal gestures and different cultures, and the United Kingdom exiting the European Union
• New Challenge Case discusses the phenomenal growth of KFC in China
• New Experiential Exercise considers understanding other cultures
• New You and Your Career examines moving a firm to Brazil.
• New Building Your Management Skills Portfolio addresses challenges of working abroad
Chapter 6: Creativity and Innovation
• New Chapter Placement: Moved to front of book to emphasize this topic earlier in course
• New Highlight: Creativity and Innovation Skill and Your Career
• New Challenge Case: Olde Peninsula Brings Brewpub Innovation to Kalamazoo
• New end-of-chapter case focuses on autonomous vehicles
• New Experiential Exercise uses student experiences in their principles of management course
to gain insight about how creativity and innovation can have an impact on the effectiveness of
training environments
• New You and Your Career emphasizes creative ways to enhance résumés

A01_CERT9138_15_SE_FM.indd 23 22/12/17 3:12 PM

 xxiv PREFACE

Planning
Chapter 7: Plans and Planning Tools
• New Highlight: Planning Skill and Your Career
• New example illustrates how Mitsubishi Electric constructed a new training facility
• New Steps for Success feature reviews tips for creating a budget
• New end-of-chapter case showcases how Gillette is battling Dollar Shave Club
Chapter 8: Making Decisions
• New Highlight: Decision-Making Skill and Your Career
• New Practical Challenge features Ford deciding to cancel building a Mexican auto factory
• New Building Your Management Skills Portfolio examines the decision making in solving a
restaurant problem
Chapter 9: Strategic Planning: Strategies, Tactics, and Competitive Dynamics
• New Highlight: Strategic Planning Skill and Your Career
• New Tips for Managing Around the Globe explores Ryanair’s cost leadership strategy
• New Experiential Exercise focuses on applying Porter’s model to Burger King
• New Building Your Management Skills Portfolio activity examines strategic issues at Newell
Brands

Organizing
Chapter 10: Fundamentals of Organizing
• New Highlight: Organizing Skill and Your Career
• New Tips for Managing Around the Globe shows how a French law bans work e-mail after
hours
• New You and Your Career explores working in a flat versus tall organization structure
• New Building Your Management Skills Portfolio examines coordination and span of
management
Chapter 11: Responsibility, Authority, and Delegation
• New Highlight: Responsibility and Delegation Skill and Your Career
• New Challenge Case examines Hy-Vee Supermarkets and manager autonomy
• New Steps for Success provides tips for delegating tasks
• New end-of-chapter case reviews Warby Parker permitting employees to choose their own
projects
• New Experiential Exercise discusses centralization versus decentralization at Dairy Queen
• New You and Your Career emphasizes job descriptions
• New Building Your Management Skills Portfolio illustrates delegation at Etsy
Chapter 12: Human Resource Management
• New Highlight: Human Resource Management Skill and Your Career
• New Challenge Case discusses Netflix revamping its human resource function
• New Steps for Success gives tips for being an effective interviewer
• New Practical Challenge illustrates how Home Depot conducts interviews
• New end-of-chapter case looks at Disney using social media to recruit employees
• New Building Your Management Skills Portfolio illustrates conducting a human resource
audit at Gold Star Chili
Chapter 13: Changing Organizations: Stress, Conflict, and Virtuality
• New Highlight: Organizational Change Skill and Your Career
• New chapter coverage of IBM and Yahoo! moving from virtual work arrangements back to
traditional office settings
• New Experiential Exercise discusses change agents in a campus organization
• New You and Your Career focuses on stress reduction

A01_CERT9138_15_SE_FM.indd 24 22/12/17 3:12 PM

Another random document with
no related content on Scribd:
in such a hurry—not able to see ahead . . . Did you come on
business?"

"Nothing pressing. It can wait till another day. I wanted to

know how your father was."

He debated silently how soon to go after Mr. Trevelyan; a

step already resolved on. Jean had looked so forlorn when
he entered, that he would not at once leave her.

"I should have sent for you, if only I could have felt sure—
But if Barclay had died meantime—"

"Yes; I can hardly think you would have been justified."

"I am glad you think so," with a more restful look. After a
break, she resumed, "I was telling you, the other day, all
about Barclay—the sort of life his has been. I wanted to ask
you a question; only we were interrupted. It puzzles me
sometimes how a man like that—brought up as he was—
how he can help being what he is . . . I mean—can he help
it? . . . If he has inherited all sorts of evil ways—and if all
his associations were so bad—things he could not alter—
doesn't it seem as if he must have grown into his present
shape, without any choice of his own? And if that is true,
how can he be responsible for it?"

"No man is responsible for what he cannot help."

"Or for its results—"

"Or for results; so far as he has been absolutely powerless

to prevent those results."

"If Barclay had had a different home and education, he

would have turned out differently, of course."
"To some extent, yes—either better or worse. You and I
cannot judge how far he might, if he would, have changed
his associations—or resisted them. We don't know where he
has or has not deliberately yielded to evil."

"But isn't yielding or resisting a matter of will? And isn't will

inherited?"

"Yes—partly, no doubt. The natural will may be strong or

weak; and it becomes stronger or weaker through training."

"And if a man's will is paralysed—?"

"I doubt if any sane man's will is paralysed. Most people

have will enough to do what they like. Apparent paralysis is
commonly shown only in apparent powerlessness to do
what they don't like."

"But if the will is what it is, through heredity and training—"

pronounced Jean slowly—"and if a man can't control either
the heredity or the training—then I don't see how he can
help being what he is?"

"Not badly put, for a one-sided view of the question. But

you must take care not to lose sight of the other side—the
absolute freedom of the will—its God-given freedom. No
man living can be forced into evil. It is a matter of
inducement, not of force. The will sways right or left,
according to the strength of the inducements offered—
inducements to self-pleasing on the one hand, inducements
to right-doing on the other hand."

"That brings one again to a man's surroundings. But

suppose Barclay's surroundings have been all bad? Suppose
he has never once had the strong-enough inducement to do
right?"
"Jean, are you trying to climb upon the judgment-seat?"
asked Jem, in a quiet low voice; and a flush rose to her
face. "No wonder your task proves puzzling! Omniscient
Eyes are needed there to discriminate—to award due praise
or blame. I suppose there is nothing in which we blunder
more fearfully."

"Then one ought not to look into the question?"

"Look into it as an abstract question, if you like; but don't

try to judge. Leave individual cases alone. The matter is in
wiser and more loving Hands than ours . . . And be very
sure of one thing—that no lawful excuse exists for Barclay,
which will not, by-and-by, be taken into account. Every
possible excuse will be made—every difficult circumstance
and hardening influence will be allowed for. He will not be
expected to have done what he could not do; but only to
have done what he could do;—heredity, training, weak will,
and aught else, fully considered . . . Do you really think that
HE Who made the man doesn't know and understand all
this far better than you and I can do? Be reasonable, Jean!"

Jean's "Thank you!" was full of thought.

"Nothing is easier than to get into a tangle of perplexity—

looking through our limited peep-holes. You may dwell upon
heredity, and all that it entails, until you look upon a man as
a mere agglomeration of inherited molecules, unable to
move hand or foot, voice or will, except in obedience to
inherited proclivities. Or you may dwell upon training and its
results, until you look upon a man as a mere lump of
dough, pounded and rolled into a permanent shape, from
which he can never depart. But these are one-sided views.
Heredity has enormous influence. Training has immense
power. Nevertheless, through all, a man's will is free; and
for his actions, he is and must be accountable . . . After all,
few men are ready to carry out these pretty theories to
their legitimate end. If a thief comes, and makes away with
the plate, we don't say pityingly, 'Poor fellow! He can't help
it! He was obliged to act so! All the result of the bias he has
inherited from his father, and the want of a sufficient
inducement to be honest!' We treat him like a rational
being, with a will of his own, and clap him into prison.
Thereby, no doubt, supplying an inducement for the future."

Jem was glad to have made Jean laugh.

"Follow out that line of thought for yourself," he said, rising.

"Now, it is unsociable to run away so soon; but don't you
think I had better meet your father?"

"O Jem! Will you? How kind!"

"We shall soon be back, I dare say." As Jem was putting on

his great-coat, he said with rather an odd intonation—

"Cyril seems greatly taken with these Lucases! Is it—the

father—the mother—or—?"

"I don't know," Jean answered, startled less by the question

than by a sudden pulse of feeling through her own frame. "I
have not called yet."

"I have. The daughter is a nice little girl. Not quite desirable
for Cyril, though."

"Oh, I should not think—!" and a pause. "Yes, he is always

going there. But I thought it was Captain Lucas."

"Perhaps you are right. I hope so. Good-bye for the

moment."
Jean went slowly back to the drawing-room, thinking—not
of her father, but of Cyril. "Can it be?" she asked. "Cyril—to
marry Miss Lucas! Why didn't I see before?"

She tried to laugh, then threw herself back in an easy-chair;

an unwonted action for Jean, little given to lounging.

"Oh, how tired I am! I shouldn't have been half so tired if I

had gone up gorge! . . . Cyril to do—that! But why not? . . .
Cyril!"

She heard herself sigh, as she might have heard another

person sigh.

"Well—why not? After all, why not? If it will make him

happy!"

Nine o'clock struck before feet sounded on the gravel-walk;

and Jean hastened out to open the door. Mr. Trevelyan came
in slowly, leaning on Jem's arm.

"He's rather done!" Jem said cheerily. "But all right, now we
are back. The study, Jean—and he shall have some hot
brandy and water at once. No, I know he doesn't take
stimulants commonly; but to-night he must! We'll do our
best to keep out the chill. Smithson came half-way, and
then I sent him back."

Mr. Trevelyan did not speak till divested of his damp cloak,
and placed in his big chair near the blazing fire.

"This is nice," he tried to say, and the words were almost

too hoarse to be intelligible. "Fog—got into my throat," he
added with a smile.
"Father, were you in time?" asked Jean, as Jem went off for
the remedy he advised.

"Nearly an hour. He was past saying much—great pain—but

he listened—and I think he understood. I am glad you were
not there. The suffering was terrible."

"And—then—?" in a low voice.

The answer came almost like an echo of what Jem had said
—

"My dear, we can only leave him now—in just and merciful
Hands . . . ONE who knows all about him—better than you
or I! . . . But I would not for worlds not have gone."

Jean laid a hand on his, and it received warm pressure.

Whatever the consequences might be, she felt at the
moment that she had acted rightly.

CHAPTER X.

CONFIDENTIAL WITH THE DOCTOR.

"Far more numerous was the herd of such,

Who think too little, and who talk too much."
DRYDEN.
 "I shall die if I don't talk."
REYNOLDS.

"THE world's in a queer state, Dr. Ingram," Mrs. Kennedy

remarked one January afternoon. "Uncomfortable, don't you
know?"

She spoke in a contemplative tone, lounging forward, while

a loose tail of hair obtruded itself from beneath a not too
tidy cap, and her placid gaze was riveted on the Doctor's
face. He had been summoned to prescribe for Dicky
something which should counteract a too unrestricted
course of Christmas plum-cake and "sweeties." The
Kennedy children were not trained to habits of self-control
in minor matters.

It was three o'clock, and the Doctor had a long list of visits
still to pay; yet he could not at once escape. Mrs. Kennedy,
though minus the possession of a "glittering eye," like that
of the Ancient Mariner, held him with such eyes as she had,
refusing to see his anxiety to be off.

"Generally is!" responded her companion.

He was in appearance not at all the stereotyped doctor of

novels. He was neither little nor bustling; and he did not
jerk out a succession of medical phrases, to mystify the
invalid's relations. Professionally, indeed, he was given to
saying a very small amount—some complained, a too small
amount—and what he did utter was rarely couched in
learned language. Of medium height, not too substantial,
yet not thin, he had reserved manners, which covered a
gentle and sympathetic disposition. His prevailing
expression was serious, but a substratum of humour
occasionally reached the surface, through superimposed
strata of a more solid kind.

Mrs. Kennedy's chief confidante was the Doctor's oldest

daughter, Mabel; but she had not the least objection to
confide in the Doctor himself, when opportunity offered.

"Uncomfortable, don't you think?" she repeated

meditatively. "Everything going cranky, you know. And
something ought to be done."

"To set the world right?"

"Well, but I mean, of course, our particular world.

Dulveriford, don't you know? I'm not talking about all sorts
of out of the world Tropics of Capricorns and longitudes and
things," said Mrs. Kennedy, with a vague recollection of
Dicky's last geography lesson before Christmas.

"Feejee Islanders are all very well—I dare say they'll learn
by-and-by quite to shine in society, don't you know?—Now
they've left off eating everybody. And as for Madagascar,
and Zulu-Land, and that other place—what is the name?—
Alaska—I should be as glad as anything, if they could just
have all the beads and blankets they want, poor dear
things! We have our working party once a fortnight, you
know—what Mabel calls 'The Timbuctoo Thimble'—and then,
of course, we think about those sort of creatures. At least,
we try to, I'm sure, though we do sometimes talk about
Mrs. Villiers' last new bonnet, don't you know?"

"And we read reports about them—quite properly! Because

my husband doesn't think we ought to read a story. I think
it might make folks work a little faster; but you know you
never can get a man to see what he doesn't see, when he
won't see it!—And he says it isn't suitable. And to be sure
we're not working for fictitious savages! But then everybody
yawns, and everybody else catches it and yawns too; and
nobody can do a nice hem when they're yawning, so we
have to stop reading and do a little talk instead . . . Still,
you know, all that can't be like home affairs!"

"And though I'm not so very desperately fond of Jean

Trevelyan in a general way—She's got a shut-up sort of
manner, you know, and all that—! And of course her father
and my husband are on different lines. I don't know why
they shouldn't be, either—" reflectively—"but I suppose it
isn't in man-nature to think that anybody or another line
can possibly be right. And so—don't you see?—That's how it
is! But Jean really is a nice girl, I'm sure—and all these
weeks I've been so awfully sorry for the poor dear! I
haven't liked to go and bother her through the worst of the
time—but now he's getting a little bit of a scrap better, I
thought I would just ask you—privately, don't you know?—If
I could be of any sort of use?"

Dr. Ingram's listening face relaxed slightly. Then this was

not all pure chatter.

"Of course, Jean has her own friends," pursued Mrs.

Kennedy, allowing no space for an answer. "Any number of
them. There's Mrs. Trevelyan—only she has been shut-up
for a month with influenza. And there's Mrs. Villiers—but I
shouldn't think she knew hardly as much about nursing as
my Dicky. She always looks as if she was meant to be
draperied like a Greek statue, don't you know?—With her
hands nicely arranged, so as to show off the wrists. That
funny creature, Miss Moggridge, has been backwards and
forwards every day, I'm told, but—What did you say? Oh, it
doesn't matter what I say to you, Dr. Ingram! You're like
Mabel! You never make mischief. And everybody thinks Miss
Moggridge queer."
"I'm afraid—" said Dr. Ingram, looking at the clock.

"I can't endure the woman, for my part. She's got such a
way of setting herself upon a turret, as if nobody else in the
world ever had a kind thought. Every one's narrow, and
bitter, and wicked, and disagreeable, except Miss
Moggridge. And the way she abuses good people who don't
think like her—! Well, of course they're narrow, poor dears
—and how can they help it? I suppose they were made so;
or at least they've grown into it. Some people are born
wide, and some are born narrow. And I don't really see, for
my part, that it's a bit prettier or more Christian, for the
broad-minded folks to abuse the narrow because they're
not broad, don't you know, than it is for the narrow to
abuse the broad, because they're not narrow, don't you
see? Of course, nobody ever calls themselves narrow. They
only say, they're all right, and everybody else is wrong who
doesn't think like them. And that's what Miss Moggridge
does—so where's the difference? . . . But I didn't mean to
get upon Miss Moggridge. I wanted to ask you about Mr.
Trevelyan."

Dr. Ingram hated to be questioned about his patients. He

immediately stood up.

"You're not going yet, you know," asserted Mrs. Kennedy,

keeping her seat. "My mind's all in a scrummage, and I
want putting straight. And I want to know first about Jean .
. . Of course, it's horrid for her, because she had to do what
brought on this illness. At least she thought she had to do
it. Yes, of course I've heard all about that—everybody has
heard it, and they all say it's just like Jean. Anybody else
wouldn't have called him. I wouldn't—not for any mortal
man living! Now do tell me—is Mr. Trevelyan going on well,
and could I do anything?"
"You can call and ask Jean yourself. She is much over-
taxed."

"I should think so—all these weeks of nursing! She won't

care to see me, not a scrap! So what's the good of my
going? Jean never did like me, and I don't see why she
should. It isn't opinions. People can like one another,
without thinking just identically the same about every single
thing that ever was heard of. But we don't suit somehow!
Only if I could be of any use? You can ask her for me. I
shan't go unless I'm sent for."

After this positive assertion, nobody at all acquainted with

Mrs. Kennedy need have been surprised that within half-an-
hour she was on her way to Dulveriford Rectory.

Jean came to see her when summoned. Her father was

asleep, she said; and one of the maids would keep watch
for a few minutes. Had Mrs. Kennedy come on business?
Jean looked pale and thin, with the stress of long nursing
and suspense, through her father's complicated and
dangerous illness. She had an air of rigid composure, as she
rang for tea, and sat down to answer Mrs. Kennedy's
questions.

Yes; her father was better; really better, and on the whole
out of danger. At least Dr. Ingram hoped so. Recovery would
be slow, of course; it could not be otherwise; and great care
would be needed. There must be no thought of work at
present—probably not for months. Dr. Ingram talked of a
year's rest. The strain had been kept up far too long.
Nothing was settled yet, but Dr. Ingram wished him very
much to go for a voyage—perhaps to the Cape, or perhaps
to Australia.
"My dear, I'm most dreadfully sorry! But you would go with
him, of course?"

"No; it would cost too much. One has not to think of

oneself," said Jean with a forced smile. "If it is necessary for
him—Yes; I suppose we shall have to get a locum tenens.
He could not start for another three or four weeks; and Mr.
Marson, who is helping now, can stay a little longer . . . Oh,
there is no difficulty about me. Jem Trevelyan and his
mother will take me in . . . Yes, my father knows—and of
course he will do what is right. I am only so thankful that he
is better. It might have been—!"

Jean counted her own self-command inviolable; but she was

not prepared to be taken into a large sympathetic embrace;
to have motherly kisses on her cheek; and to hear a
motherly voice saying, "You poor dear child! I am, so sorry."

Jean broke into one irresistible sob, and a few hot tears fell
in quick succession; but she struggled back to composure,
and gently released herself—not without a sense of comfort.

"Thank you very much: you are very good," she said. "But
of course I do not mean to be selfish. If he will only come
home strong, it will be all right. May I give you a cup of tea?
I am afraid I ought to go upstairs soon."

"I never quite knew before what nice feeling there is in

Jean," murmured Mrs. Kennedy as she trudged homeward.
"Really, she isn't half so stiff and shut-up when one gets to
know her; and she does seem so fond of her father. Perhaps
even he isn't always so starched as he seems sometimes!
—"

At almost the same moment, a somewhat similar thought

passed through Jean's mind: "How much pleasanter Mrs.
Kennedy is than I have always fancied!"
But neither could hear the other.

Passing through Dutton, Mrs. Kennedy turned aside near

the Post-Office, into a side street, where was a
greengrocer's, opposite a red house. Mrs. Kennedy had
taken to patronising this greengrocer of late from
economical motives. She gave an order for the morrow, and
walked out in time to see an active figure run up the steps
of the red house, turn the handle of the front door, and
enter.

"If that isn't Sir Cyril himself!" ejaculated Mrs. Kennedy

under her breath. "And as much at home as if—! Something
is in the air—that's certain! Poor dear Miss Devereux."

Of course Mrs. Kennedy knew all about the Lucases, since

family secrets were apt to ooze out in Dutton. She wisely
kept her own counsel, however, when she went home, and
said nothing—even to her husband. Through sheer
forgetfulness and absence of mind, he was apt to repeat
things which had no business to be repeated; and his wife
had learned through dire experience that silence is
sometimes the better form of discretion. Whether her
reticence would have survived a tête-à-tête with Mabel
Ingram may be doubted; but Mabel was from home. So
Mrs. Kennedy conjectured, and was mute.

She had made no mistake. It really was Sir Cyril Devereux,

who had run up the stone steps, and had entered lightly
without ringing.

He had been to the red house very often of late, oftener

than he realised. During the short period of convalescence
after his accident, he had paid many and lengthy calls on
the Lucases. Then came the break of his last term at
Oxford. And before Christmas, he returned home "for
good," a gentleman at large, with a comfortable property
and plenty of interests, but no definite line of work in life.

The property was large enough to require attention, but by

no means so extensive as to absorb the whole of a young
man's energies. Many beside Lady Lucas had earnestly
advised Sybella to provide some definite line for Cyril,
during at least the earlier years of his manhood; but she
had refused to see the need.

"He could take up anything he liked," she said; "but he

would, have plenty of money. For her part, she didn't see
why he need slave; and she was sure his health would not
stand hard work; and he might just as well live comfortably
at home with her! He could find plenty to do in Dulveriford."

Cyril had not opposed this view of the question. He was

vaguely desirous to make a "career" for himself somehow;
but he had not decided on the manner of that career. He
seemed to have no special bent beyond a general love of
art, and literature; and since, from a money point of view,
there was no hurry, he resolved to wait. Something would
turn up, sooner or later.

Meanwhile, his friends found consolation in the fact that at

least he was not disposed to idleness. He read a fair
amount, studied popular questions, looked into business
matters, went in for abundance of pedestrian and
equestrian exercise, and contrived on the whole to fill up his
time creditably. Sometimes he talked of setting up a hunter,
and sometimes he planned writing a book; but he had no
great passion either for hunting or penmanship. Sybella's
horror of guns had hitherto rather stood in the way of
shooting, except when he was away from home. Her horror
of cigars was less inconvenient, since, though not much
addicted to smoking as a habit, he could always retreat to
his den, when desirous to escape from her talk or her
temper.

In a general way, Cyril would have spent many a spare hour

at Dulveriford Rectory; but on his return before Christmas,
he found Jean still so entirely occupied in attendance on her
father, as to be rarely visible. As he could not have Jean, he
went in for Emmie Lucas.

He did not yet know his own mind about the two girls—
though not from any lack of self-watching—and he was
drifting fast to a position where he would be likely to act as
if he did know it.

Emmie's dark face, small and rosy and sweet, was gaining
more and more a hold upon him. She was not aware of the
fact herself, being very young, unversed in the ways of the
world, and kitten-like in simplicity. She would chat and
laugh with Sir Cyril, as easily as if she had been his sister,
delighted always to see him, because her father had so few
friends. But naturally, Cyril did not ascribe this delight to
thoughtfulness for her father—though he still kept up the
little fiction of coming perpetually to call upon Captain
Lucas. If Captain Lucas were out or busy, it was a matter of
course that he should stay for a talk with the ladies.

As already intimated, Cyril did not drift unknowingly. He

was too much given to self-analysing not to see whither his
barque floated. Sometimes he grew uneasy, and thought he
would not call on the Lucases for a few days; which "few
days" seldom extended themselves beyond two nights.
Sometimes he felt a desperate inclination to break through
everything, to get utterly away from Dulveriford for a year
or two years.
Why not? He had no binding duties at home; or anywhere
else, unfortunately. He had pottered abut a good deal in
Swiss and German hotels with Miss Devereux; but a wide
world unexplored lay beyond. Why not take a more
extended tour—say to the Antipodes—in search of a
vocation, or at least to see what the effect of separation
might be on himself and others? There was money enough;
and "aunt Sybella" could remain in charge at the Brow.

But these were evening and night thoughts chiefly. He said

nothing about them in the daytime.

Indeed, he seldom spoke of his friends, the Lucases, before

Miss Devereux; and she had as yet not the slightest idea
how far things had gone. Cyril had quite made up his mind
to do nothing hasty; to be drawn into no rash or ill-
considered step. He would see his way, clear as daylight,
before he would commit himself. Satisfied with this
resolution, he went on calling at the red house.

CHAPTER XI.

ON THE ROCKS.

"It is done! I have told her I love her!

• • • • •
 "Some power grown tyrannous holding me fast,
Blotting alike the Future and Past."
L. MORRIS.

AFTER the evening call, witnessed by Mrs. Kennedy, Cyril

did not go again for three whole days. He really was unable,
being prevented by a close run of engagements: but none
the less he was much gratified with his own self-control in
staying away.

Emmie's little face haunted him incessantly, and after three

days, he could wait no longer. The Dulveriford world was a
wilderness without her smile. Friends came to lunch, and
more friends were expected to afternoon tea; and Sybella
always liked to air her nephew's manners on these
occasions. But Cyril, pleading business, slipped away soon
after three o'clock.

"Of course it is business," he told himself laughingly. "Much

more business than sitting indoors to talk chit-chat with a
lot of old maids. The most important business of life,
perhaps."

He had not so plainly allowed the possibility to himself

before; but under the pull of three days' starvation of
Emmie, it sprang up and took clear shape.

Nobody was in the drawing-room of the red house when he

entered, and the fire had sunk into a mere heap of red
embers—an unusual state of things there at four o'clock.
Cyril wondered what could have happened to banish the
three. They walked earlier, as a rule, these wintry days; and
engagements out to tea were rare.
Cyril endeavoured to warm his hands before the dull coals,
and considered whether he might count himself enough at
home to make up the fire, but did not do it. Then he strolled
about, criticised one or two of the old pictures, and finally
was rewarded by Emmie's appearance.

She did not see him at first. Her eyes were downcast, the
dark lashes almost resting on the rounded cheeks, and as
she came slowly in with a lagging step, she said, "O dear
me!" half aloud.

"How do you do?" asked Cyril.

Emmie's movement might have been the result of an

electric shock, and the dark eyes opened wide.

"Oh—I didn't see," she said in an embarrassed voice. "I—I

beg your pardon. Won't you sit down? I'll call my mother—if
—if she can come—"

"No, no, don't disturb her on any account. Pray don't. I dare
say she has lots of things to do."

"She has—she is—rather busy," faltered Emmie, and a look

of sorrowful trouble came to the sweet lips. "Oh, it is only—
she would come, if—"

"I dare say she will look in presently; but don't call her. I
only want to know how you are all getting on. The last three
days have been so full, I couldn't find a minute. How is your
father?"

"He—" Emmie shivered.

"Will you let me make up the fire? You are cold."

"Oh, no—I—"
Emmie knelt down on the rug, and poked vaguely at the red
embers; whereupon Cyril bent over her, took the poker out
of her hand which he found to be trembling, arranged the
fading coals in a scientific fashion, and placed a few fresh
pieces lightly one upon another. A flame sprang up as by
magic. Then he laid hold upon those trembling little hands,
lifted Emmie up, and placed her in the big arm-chair. She
submitted as a child might have done, and sat where he put
her, not crying as she would have cried for some minor
matter, but with her mouth set in a sorrowful curve, and her
eyes gazing into some unknown grief. The colour in her
cheeks was much deeper than usual—a rich crimson-velvet
tint—and the brow looked whiter, the eyes darker by
contrast. Cyril had never seen her thus. His feelings were
greatly stirred.

"I'm afraid you have been worried by something," he said

sympathizingly.

Emmie gave him a pathetic smile. "I suppose one has to be

worried sometimes," she said.

"And it's nothing I can help you in?"

"O no—thanks—"

"I would if I could. I would, really. You believe that—don't

you, Emmie?"

This was going on fast, much faster than he had meant to

go. The pathos and tender sorrow of her face were too
much for him, and wise resolutions were forgotten. He had
never called her "Emmie" before; and she scarcely seemed
to notice it, she was so full of her trouble. There was the
sound of a quivering sigh, and Cyril again took her hand.
"Emmie, don't you think you could let me help you?
Couldn't you manage to look on me as something more
than a mere friend . . . Yes, I mean it," as she turned
wondering eyes upon him; eyes so soft and sad that he was
carried away by their glance into a rush of pity and
affectionate concern. He had no time to analyse his own
feelings, to dissect the make of his sensations. Before he
knew what would come next, he was saying with pleading
earnestness—

"Emmie, I love you! I love you, darling! Can you love me?
Will you promise to be my wife?"

"It is so kind of you," said Emmie wistfully. Then she sat up,
and drew her hand away from his with an instinctive
movement, yet she repeated, "It is so very kind of you."

"Not 'kind,' Emmie. This is not 'kindness.' It is something so

much more. I don't think you understand."

"Yes—O I think I do. But I didn't know what you were going
to say. It seems so—so strange! And—my mother—"

"Would your mother object? Would she mind?"

"I don't know. O she couldn't—couldn't mind!" with a gasp.

"She would only—She would wish—She likes you so much
—"

"And you—you like me just a little too?"

"Yes. I like you—very much indeed," declared Emmie, her

face crimson and her breath quick. "Of course I do. Yes—
Only—But Miss Devereux—"

"Miss Devereux has no real control over me. It all rests with
you! If you can say 'Yes'—"