(eBook PDF) Fundamentals of

Management 6th Asia-Pacific Edition by

Danny Samson
Go to download the full and correct content document:
https://ebooksecure.com/product/ebook-pdf-fundamentals-of-management-6th-asia-p
acific-edition-by-danny-samson/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...

Fundamentals of Management 6th Asia-Pacific Edition

Edition Danny Samson - eBook PDF

https://ebooksecure.com/download/fundamentals-of-management-
ebook-pdf/

(Original PDF) Management 6th Asia-Pacific Edition by

Danny Samson

http://ebooksecure.com/product/original-pdf-management-6th-asia-
pacific-edition-by-danny-samson/

(eBook PDF) Management Asia Pacific Edition 5th by

Samson

http://ebooksecure.com/product/ebook-pdf-management-asia-pacific-
edition-5th-by-samson/

(eBook PDF) Management 7th Edition By: Danny Samson

http://ebooksecure.com/product/ebook-pdf-management-7th-edition-
by-danny-samson/
Management (Seventh Edition) Danny Samson - eBook PDF

https://ebooksecure.com/download/management-seventh-edition-
ebook-pdf/

(eBook PDF) Fundamentals of Management 5th Asia Pacific

Edition

http://ebooksecure.com/product/ebook-pdf-fundamentals-of-
management-5th-asia-pacific-edition/

(eBook PDF) Management 6th Asia-Pacific Edition by John

R. Schermerhorn

http://ebooksecure.com/product/ebook-pdf-management-6th-asia-
pacific-edition-by-john-r-schermerhorn/

(Original PDF) Principles of Microeconomics 6th Asia-

Pacific Edition

http://ebooksecure.com/product/original-pdf-principles-of-
microeconomics-6th-asia-pacific-edition/

International Marketing: An Asia-Pacific Perspective

6th by Richard Fletcher

http://ebooksecure.com/product/international-marketing-an-asia-
pacific-perspective-6th-by-richard-fletcher/
 3.3 THE INTERNATIONAL BUSINESS ENVIRONMENT 148 North American Free Trade
3.4 THE ECONOMIC ENVIRONMENT 150 Agreement (NAFTA) 163
Economic development 150 Association of South East
Infrastructure 150 Asian Nations (ASEAN) 163
Economic interdependence 151 STUDY TOOLS 165
Resource and product markets 152 Online study resources 165
Exchange rates 152 CourseMate Express for Management 165
Inflation, interest rates Search Me! Management 165
and economic growth 152 Response to the management challenge 165
3.5 THE LEGAL- POLITICAL ENVIRONMENT 153 Achieving international competitiveness 165
Political risk 154 Discussion questions 166
Political instability 154 Ethical challenge 166
Laws and regulations 155 Quality or closing 166
Group challenge 167
3.6 THE SOCIOCULTURAL ENVIRONMENT 156 Considerations for overseas expansion 167
Social values 156 Case for critical analysis 167
Communication differences 159 Shui Fabrics 167
3.7 INTERNATIONAL TRADE ALLIANCES 160 On the job video case 168
GATT and the World Trade Organization 161 Black diamond equipment: Managing in a
European Union 161 global environment 168

CHAPTER CASE STUDY

The axis of India 138

CHAPTER 4 ETHICS, SOCIAL RESPONSIBILITY AND SUSTAINABLE DEVELOPMENT___ 172

4 .1 WHAT IS MANAGERIAL ETHICS? 176 4 .9 MANAGERIAL ETHICS AND SUSTAINABLE
Ethical management today 177 DEVELOPMENT IN AUSTRALIA 203
The business case for ethics Organisational sustainable development 204
and social responsibility 178 The 'why' of sustainable development 205
4.2 ETHICAL DILEMMAS - WHAT WOULD YOU DO? 179
The 'what' of sustainable development 206
The 'when ' of sustainable development 207
4 .3 CRITERIA FOR ETHICAL DECISION MAKING 181
Utilitarian approach 181 STUDY TOOLS 209
Individualism approach 181 Online study resources 209
Moral rights approach 182 CourseMate Express for Management 209
Justice approach 182 Search Me! Management 209
Practical approach 182 Response to the management challenge 209
Monsanto's ethical challenges 209
4.4 THE INDIVIDUAL MANAGER AND ETHICAL CHOICES 183 Discussion questions 210
Givers versus takers 186 Ethical challenge 211
4.5 WHAT IS CORPORATE SOCIAL RESPONSIBILITY?- - -188 What is right? 211
Organisational stakeholders 188 Group challenge 212
Ethics and business costs 212
4.6 THE GREEN MOVEMENT 193
Sustainability and the triple bottom line 193 Case for critical analysis 212
Too much intelligence? 212
4.7 EVALUATING CORPORATE SOCIAL RESPONSIBILITY 196 On the job video case 213
4.8 MANAGING COMPANY ETHICS Theo Chocolate: managing ethics
AND SOCIAL RESPONSIBILITY 198 and social responsibility 213
Code of ethics 200 CHAPTER CASE STUDIES
Ethical structures 201
A leadership dilemma at Timberland 194
Whistleblowing 202
A crisis to milk 202

CONTENTS
 PART THREE PLANNING

CHAPTER 5 ORGANISATIONAL PLANNING AND GOAL SETTING ------------------ 218

5.1 GOALS, PLANS AND PERFORMANCE 221 STUDY TOOLS 251
Messages and values contained
Online study resources 251
in goals and plans 223 CourseMate Express for Management 251
5.2 GOALS IN ORGANISATIONS 225 Search Me! Management 251
Organisational mission 225 Response to the management challenge 251
Goals and plans 226 Well-laid plans and their vulnerability to
Aligning goals with strategy maps 229 external forces 251
Discussion questions 252
5.3 OPERATIONAL PLANNING 231
Ethical challenge 252
Criteria for effective goals 231 Inspire Learning Corporation 252
Management by objectives 234 Group challenge 253
Single-use and standing plans 238 Course goal setting 253
5.4 BENEFITS AND LIMITATIONS OF PLANNING 239 Case for critical analysis 253
Central City Museum 253
5.5 PLANNING IN A TURBULENT ENVIRONMENT 241
Contingency plans 241 On the job video case 254
Mi Ola swimwear: Managerial planning
Scenario planning 242 and goal setting 254
5.6 CRISIS PLANNING 243
CHAPTER CASE STUDIES
Pre-event 244
Response and recovery 245 Planning and implementing the infrastructure
Post-event 245 of the future 233
Siem ens 235
5.7 INNOVATIVE APPROACHES TO PLANNING 247
Set stretch goals for excellence 247

CHAPTER 6 STRATEGY FORMULATION AND IMPLEMENTATION ------- - - - ---- ---- 258

6.1 THINKING STRATEGICALLY 261 6.8 STRATEGY IMPLEMENTATION 291
What is strategic management? 262 Implementing global strategies 293
Purpose of strategy 262 Testing the quality of strategy 294
Levels of strategy 266
STUDY TOOLS 296
6.2 THE STRATEGIC MANAGEMENT PROCESS 269 Online study resources 296
Strategy formulation versus implementation 272 CourseMate Express for Management 296
SWOT analysis 272 Search Me! Management 296
6.3 FORMULATING CORPORATE-LEVEL STRATEGY 275 Response to the management challenge 296
The portfolio strategy 275 Netflix: Proof that companies need to adapt, or fail 296
The BCG matrix 276 Discussion questions 297
Diversification strategy 277 Ethical challenge 298
A great deal for whom? 298
6.4 FORMULATING BUSINESS-LEVEL STRATEGY 279
Group challenge 298
Porter's competitive forces and strategies 279 Developing strategy for a small business 298
6.5 FORMULATING FUNCTIONAL-LEVEL STRATEGY 283 Case for critical analysis 299
6.6 NEW TRENDS IN STRATEGY 284 Costco: a different approach 299
Innovation from within 284 On the job video case 300
Theo Chocolate: strategy formulation and execution 300
Strategic partnerships 285
6 .7 GLOBAL STRATEGY 287 CHAPTER CASE STUDIES
Globalisation strategy 288 MYOB 265
Multidomestic strategy 289 Apple Inc. 's strategy: much more than iPod, iPhone,
Transnational strategy 289 iPad and M ac 267
 APPENDIX TO CHAPTER 6 MANAGERIAL DECISION MA Kl NG ____________________ 302
A6.1 TYPES OF DECISIONS AND PROBLEMS 304 A6.4 WHY DO MANAGERS MAKE POOR JUDGEMENTS? - -320
Prog rammed and non-programmed decisions 304 Innovative decisio n making 321
Facing uncertainty and ambiguity 305 St art w it h brainst o rming 321
A6.2 DECISION-MAKING MODELS 308 Use hard evidence 322
The classical model: rational Engage in rigorous debat e 323
decision making 308 Avo id groupthink 324
How managers actually make decisio ns 309 Know w hen to pull the plug 324
The political model 3 11 Do a postmortem 324

A6.3 DECISION-MAKING STEPS 313 STUDY TOOLS 326

Recognition of decision requirement 313 Online study resources 326
Diagnosis and analysis of causes 314 CourseMate Express for Management 326
Development of alternatives 31 5 Search Me! Management 326
Selection of desired alternative 316 Discussion questions 326
Implementation of chosen alternative 317 PART 3 CONTINUING CASE: PLANNING AND
Evaluation and f eedback 3 17 ORGANISING THE TRANSITION AT TOYOTA
Personal decision framework 317 AUSTRALIA 329

PART FOUR ORGANISING ________________________________________ 331

CHAPTER 7 DESIGNING ORGANISATION STRUCTURE _________________________ _ 334

7.1 ORGANISING THE VERTICAL STRUCTURE 337 7.6 FACTORS SHAPING STRUCTURE _ _ _ _ _ _ _ _367
Work specialisation 338 Structure follows strat egy 368
Chain of command 339 Structure fit s the technology 369
Authority, responsibility and delegation 339
STUDY TOOLS 373
Span of management 342
O nline study reso urces 373
Cent ralisatio n and decentralisation 344
CourseMate Express for Management 373
7.2 DEPARTMENTALI SATION 346 Search Me! Management 373
Vertical f unctio nal approach 347 Response to t he management challenge 373
Divisional approach 350 Unlocking the value of strategic alliances: Renault and Nissan 373
7.3 MATRIX APPROACH 353 Discussio n questio ns 375
How it works 353 Ethical challenge 375
A matter of delegation 375
7.4 TEAM -BASED APPROACH 356
Group challenge 376
How it w orks 356 376
Family business
Virtual net work approach 358 Case for critical analysis 376
7.5 ORGANISING FOR HORIZONTAL Coles 376
COORDINATION 363 On the j o b video case 377
The need for coordination 363 Honest Tea: Designing organisation structure 377
Task forces, t eams and project management 365
CHAPTER CASE STUDY
Relatio nal coordination 366
Strida Bicycles: a globally networked company 361

CHAPTER 8 MANAGING CHANGE AND INNOVATION __________________________ _ 380

8.1 INNOVATION AND THE CHANGING 8.2 CHANGING THINGS: NEW PRODUCTS
WOR KPLACE _ _ _ _ _ _ _ _ _ _ _ _383 AND TECHNOLOGIES _ _ _ _ _ _ _ _ _ _387
W hy do people resist change? 384 Exploratio n 387
Disrupt ive innovatio n 385
The ambidext rous approach 386

CONTENTS
8.3 COOPERATION 392 Response to the management challenge 413
Innovation roles 396 Reinventing Samsung 413
8.4 CHANGING PEOPLE AND CULTURE 399 Discussion questions 414
Ethical challenge 415
Training and development 401
Crowdsourcing 415
Organisation development 401
Group challenge 416
8.5 IMPLEMENTING CHANGE 405 Are you ready to implement personal change? 416
Creating a sense of urgency 406 Case for critical analysis 417
Resistance to change 407 Malard Manufacturing Company 417
Use implementation tactics 408 On the job video case 417
Honest Tea: Managing change and innovation 417
STUDY TOOLS 413
Online study resources 413 CHAPTER CASE STUDIES
CourseMate Express for Management 413
386
Building a better mouse .
Search Me! Management 413
General Electric 400
A mini crisis of culture and performance 410

CHAPTER 9 MAN AG ING HUM AN RESOURCES -------------------------------- 42 0

9.1 THE STRATEGIC ROLE OF HRM IS TO DRIVE STUDY TOOLS 455
ORGANISATIONAL PERFORMANCE 423
Online study resources 455
The strategic approach 424
CourseMate Express for Management 455
Building human capital to drive performance 425
Search Me! Management 455
9.2 THE CHANGING NATURE OF CAREERS 427 Response to the management challenge 455
The changing social contract 427 HRM as a vehicle for understanding cultural differences 455
Innovations in HRM 428 Discussion questions 456
9.3 FINDING THE RIGHT PEOPLE 431 Ethical challenge 457
Human resource planning 432 Roles and responsibilities 457
Selecting 436 Group challenge 458
Management competencies 458
9.4 DEVELOPING TALENT 441 Case for critical analysis 458
Training and development 441 The right way with employees? 458
Performance appraisal 445 On the job video case 459
9 .5 MAINTAINING AN EFFECTIVE WORKFORCE 449 Barcelona Restaurant Group: managing human resources 459
Compensation 449
CHAPTER CASE STUDIES
Benefits 451
Rightsizing the organisation 451 Container Store 435
Termination 452 VIVO Cafe: all in the family .. . the business is people 448
Biotechnology companies in turbulent
environments and challenging times 453

PART FIVE LE AD ING -------------------------------------------- 463

CHAPTER 10 LEADERSHIP -------------------- ----------------------------- 464

10.1 THE NATURE OF LEADERSHIP 467 Authentic leadership 472
Bossless does not mean leaderless 468 Gender differences 473
10.2 CONTEMPORARY LEADERSHIP 469 10.3 FROM MANAGEMENT TO LEADERSHIP 475
Level 5 leadership 469 Leadership traits 476
Servant leadership 471
 Behavioural approaches 477 STUDY TOOLS 500
The Leadership Grid 478 Online study resources 500
10.4 CONTINGENCY APPROACHES 480 CourseMate Express for Management 500
The situational model of leadership 480 Search Me! Management 500
Fiedler's contingency theory 482 Response to the management challenge 500
Leading a revitalisation 500
10.5 SITUATIONAL SUBSTITUTES FOR LEADERSHIP 485
Discussion questions 501
10.6 CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP_488 Ethical challenge 502
Charismatic leadership 488 Does wage reform start at the top? 502
Transformational versus transactional leadership 490 Group challenge 502
10.7 FOLLOWERSHIP 492 Which leadership styles are more effective> 502
Case for critical analysis 503
10.8 POWER AND INFLUENCE 494 DGL International 503
'Hard' position power 494 On the job video case 503
Personal 'soft' power 495 Camp Bow Wow: Leadership 503
Other sources of power 496
Interpersonal influence tactics 497 CHAPTER CASE STUDY
News Corporation 479

CHAPTER 11 MOTIVATING EMPLOYEES 506

11 . 1 INDIVIDUAL NEEDS AND MOTIVATION 511 Giving meaning to work through engagement 539
Intrinsic and extrinsic rewards 511 Keeping staff motivated in Australia
Managers as motivators 514 and New Zealand 541
Motivating in a bossless environment 514
STUDY TOOLS 543
11.2 CONTENT PERSPECTIVES ON MOTIVATION 515
Online study resources 543
The hierarchy of needs 515 CourseMate Express for Management 543
ERG theory 519 Search Me! Management 543
A two-factor approach to motivation 520 Response to the management challenge 543
Acquired needs 522 Sandstrom Products: motivating employees 543
11 .3 PROCESS PERSPECTIVES ON MOTIVATION 524 Discussion questions 544
Goal setting 524 Ethical challenge 545
Equity theory 526 Compensation showdown 545
Expectancy theory 527 Group challenge 545
Should, need, like, love 545
11.4 REINFORCEMENT PERSPECTIVE
Case for critical analysis 546
ON MOTIVATION 530
Lauren's balancing act 546
Direct reinforcement 530
On the job video case 547
Social learning theory 532
Mike Boyle Strength and Conditioning:
11.5 JOB DESIGN FOR MOTIVATION 534 Motivating employees 547
Job enrichment 534
CHAPTER CASE STUDIES
Job characteristics model 535
Managing motivation at Degussa Peroxide Ltd 510
11.6 INNOVATIVE IDEAS FOR MOTIVATING 537
Nintendo Wii U: coping with fierce competition
Building a thriving workforce 538 in the world's video game market 517
Empowering people to meet higher needs 538 Outback Steakhouse 523

CHAPTER 12 COMMUNICATION IN ORGANISATIONS ____________________________ 550

12.1 COMMUNICATION IS THE MANAGER'S JOB 553 Communicating to persuade
What is communication? 555 and influence others 563
A model of communication 555 Communicating with candour 564
12.2 COMMUNICATING AMONG PEOPLE 557 Asking questions 566
Open communication climate 558 Listening 567
Communication channels 560 Non-verbal communication 569

CONTENTS
12.3 ORGANISATIONAL AND WORKPLACE COMMUNICATION - -570 Ethical challenge 587
Social media 571 The voice of authority 587
Personal communication channels 572 Group challenge 587
Formal communication channels 576 Listen like a professional 587
Crisis communication 580 Case for critical analysis 588
WA Manufacturing 588
STUDY TOOLS 585 On the job video case 589
Online study resources 585 lntermountain Healthcare: Managing communication 589
CourseMate Express for Management 585
Search Me! Management 585 CHAPTER CASE STUDIES
Response to the management challenge 585 Genera/ Electric 564
John Mcfarlane: communicate to build morale 585 Susan Williams 579
Discussion questions 586

CHAPTER 13 LEADING TEAMS ---------------------------------------------- 592

13.1 THE VALUE OF TEAMS 596 STUDY TOOLS 623
What is a team? 596
Online study resources 623
Contributions of teams 597
CourseMate Express for Management 623
13.2 TYPES OF TEAMS 599 Search Me! Management 623
Functional teams 599 Response to the management challenge 623
Cross-functional teams 599 NEC in Mulgrave: teams that work 623
Self-managed teams 600 Discussion questions 624
Virtual teams 601 Ethical challenge 624
Consumer safety or team commitment? 624
13.3 THE DILEMMA OF TEAMS 605
Group challenge 625
13.4 MODEL OF TEAM EFFECTIVENESS 607 Feedback exercise 625
13.5 TEAM CHARACTERISTICS 609 Case for critical analysis 625
Size 609 Are we a team? 625
Diversity 609 On the job video case 626
Member roles 610 Tough Mudder: Leading teams 626

13.6 TEAM PROCESSES 612 PART 5 CONTINUING CASE: TOYOTA'S

Stages of team development 612
BEHAVIOUR AND TEAMWORK 629
Team cohesiveness 614 CHAPTER CASE STUDIES
Team norms 615
The team's the thing 596
13.7 MANAGING TEAM CONFLICT 617 The Aconex team in Melbourne 604
Types of conflict 617 Espresso 611
Balancing conflict and cooperation 617
Causes of conflict 618
Styles to hand le conflict 618
Negotiation 620

PART SIX CONTROLLING 631

CHAPTER 14 MAN AG ER IAL AN D QUA LI TY CONTROL ____________________________ 634

14.1 THE MEANING OF CONTROL _ _ _ _ _ _ _ _ _ 637 14.3 BUDGETARY CONTROL._ _ _ _ _ _ _ _ _ _ _644

14.2 FEEDBACK CONTROL MODEL 638 Expense budget 645

Steps of feedback control 639 Revenue budget 645
The balanced scorecard 642 Cash budget 645
 Capital budget 646 STUDY TOOLS 667
Zero-based budget 646 Online study resources 667
19.4 FINANCIAL CONTROL 647 CourseMate Express for management 667
Financial statements 647 Search Me! Management 667
Financial analysis: interpreting the numbers 650 Response to the management challenge 667
Controlling an empire at Dell 667
14.5 THE CHANGING PHILOSOPHY
Discussion questions 668
OF CONTROL 652
Ethical challenge 669
Hierarchical versus decentralised approaches 652
The wages of sin? 669
Open-book management 655
Group challenge 670
14.6 TOTAL QUALITY MANAGEMENT (TUM) 657 Create a group control system 670
TOM techniques 658 Case for critical analysis 670
TOM success factors 661 Lincoln Electric 670
14.7 TRENDS IN QUALITY AND FINANCIAL On the job video case 671
CONTROL 663 Barcelona Restaurant Group: managing quality
and performance 671
International quality standards 663
Corporate governance 663 CHAPTER CASE STUDIES
14.8 QUALITIES OF EFFECTIVE CONTROL Semco's open-book policy 656
SYSTEMS 665 A lesson in quality from China 658
The honeybee style 660

CAPSTONE CHAPTER MAKING EFFECTIVE MANAGEMENT HAPPEN ________________ 674

C.1 FUNDAMENTAL PRACTICES COMMON TO WINNING STUDY TOOLS 699
ORGANISATIONS 678
Online study resources 699
Leadership practices 678
CourseMate Express for Management 699
People management practices 683 Search Me! Management 699
Customer focus practices 687
Discussion questions 699
Quality management practices 688 Group challenge 700
Innovation practices 690 Understanding how an organisation works 700
Knowledge management practices 691
CHAPTER CASE STUDIES
C.2 DEEPER PRINCIPLES COMMON TO THE
WORLD'S BEST ORGANISATIONS 693 'Heartfelt Leadership' pays off at Toyota 681
C.3 PUTTING IT ALL TOGETHER: Google (Alphabet Inc.) : a great place to
THE ORGANISATION AS A SYSTEM 696 search - and work 686
Values can come from Mars 696

Glossary 701
Name index 711
Subject index 716

CONTENTS
 Guide to the text
As you read this text you will find a number of features in every chapter to
enhance your study of management and help you understand how the theory
is applied in the real world.

I PARTTWD I PART-OPENING FEATURES

THE ENVIRO NM EN T
OF MANAG EMENT

A Chapter list outlines the chapters contained

Chp1erlTheen•l,_,Hdcorpo<11ocdlano
CUpte13 r.knagu,g 1noglobal u rlioruiw,m
CUple• 4 t:lhlo.-:!Ol•eopcm5lbllllJ•nd-dnelapmeal
in each part for easy reference, along with an
ThaeftVi, o n man, , • .....,...,...,._.;,,g
con'*"e>lovo•"9'1'"°"''•""'" ......"''"'"II
1hoo.1.-(nTn1u,cltt,tho,......,of1~,
---
__.,w,,__ ... _...,,..__ ...

-
..._..,...,,.,..,,:1_<1o_.,...._
.....c1y,.,-.--1o-.
--....i---.."'" ". .
n-1oa-... .......... }
overview of the part ahead .

.. __ _
pm,h ""-m,,-....i.,, . . , _ , ~.. fn,

1_11......._ ....
-=:.:=.-:.::::::-:.::.
t.:,,,1er,.,.10-...dfo,-otloa,onlnrrmi
_,ndn._il,ol ....

..
,.,.. ..,.,...,,<1<11.,.,._....i,i,,..,...,m~
................,-1oo.,,.,c..,,.....,

=~.,.j.:."".::=::::.:::!::·::;;:
- l f l l l l>il_

....
. ... ..,.,,._..... .. -

,,.............__
A

--- __ __
~

..,...............""l .....i..........................
.,..,,,_,_.,...__""'"E"'__ _
,...,. ............-
a.,,..,,,..,..,.-.... E"._.,,u-.i.,,..
_......,,.,...,....,-.,,._
... """"""'"'""-ond-,--.- .............
...... -oltho
..
log<,l!. .... - ••-
...- ~ ...........
....................,.,..,... 1,o,.......,,.dfq,b;
- . ............. <N,qo _ _,

n..o1o<,.,,,o1o.....w,....,,p .. -ol ....

'""~=~...==
·-- -
___ -==~"'"~::-.
- .";;~
.._ .. -..c,_,...__.., =::.-i.:~'"":'es:=
............
==-.::~~
_
_~-----
_ .......
...............
____
.......... _
_ . . .......,,.,....._[Kl,of-
., ...
-.......i .... - . - ... . - . - . . . .....i.
...... . -......

_.,
..............l>dyot..-..-o1..--.
_ ...1..
.............,,,

--""""""·---
........ opploo,l ..... irobl,yond--ol
""""""9<t,o1.....t-~--
. _ . i .,,,•

CHAPTER-OPENING FEATURES
I 'i 1% il:Piil\i Af
iY~ttteN~~Jfv° =:!,:'-;i"~:2
TO EXTERNAL FORCES --·-.:::""· ---0- Identify the key concepts that the chapter will cover
.:::2:;:~ =---~:-: with the Learning objectives at the start of each
chapter.
___;.: ·~-~
_,_ ;;,:~-
The Management challenge at the start of each
chapter presents a real- life management scenario that
relates to key chapter concepts, and encourages you to
think about how best to resolve it.

STUDY TOOLS Later in the chapter, the Response to t he management

.....
0 ..-----·--·--=---~ "'--'""'""""'"''"'
_ ___....___ _
challenge offers a conclusion to this scenario,

...........
-·------·-"
----·- ,.__
-....-
................. ....__..._
.............
·. _.._____ _____ ___ _
...........
,__
...

............. .............___
..__,,..
. -"' describing how the issue was resolved .
-·- "- .....--..... . . ......._
§~5=.~:~ ..-...- .........-
··-·--·'"---
·--·- New manager self-assessments encourage you to

.... i@fiiii jjijjj iih'i"lbi

.., ___
_ s:.; t. ___ ..z..:?.....;.:~
::.-....::. ___
.._.,::,-:....~.~.:"" analyse how you would respond to certain managerial
situations and provide insight into what to expect and
~_:·--=-:~ ~~~:-~ how you might perform as
---------
.....____
..-~
"'---··--··---···-·-
.............
___ .......
.....
______--.-
___...,_________
_...____
..... ......._
...
...-_
___ ....._
.......
,,.,..··... a manager.
- -----~..,·-··--"""'---

xv
 FEATURES WITHIN CHAPTERS

REMEMBER THIS
• M•n•gement !1 • dynam;c fleld. elweysch•nging in tome w1ys, ye11here ••• M>me concepts and
ted>niqU&S thatll..,e•roodth1 testof1Jme.
t There ~• )QI that can be l,,erned from whe t h "" e nd ha.""' wo,ke d in managing orge rn..ation.. in lhB
past, to inlormm• ""genelatrategi..,gomgforw1rd.

Apply tlie concef)ts discussed in tlie text and

A,• n~w
TAKE A MOMENT
man.or ,n tod• y'• workplace-, how W<><*i )'<l" ~elop your employ,=' abilibe,i lo think exf)e r.iment with imf)lementing the concef)t as
...kpend<,<,tly,buid...C,bon>iwps~sh=know1<11ge78op~l.o~arnlo""'~"'~IO<>I
lotap1nto~ .....st,tandc~•tr,,fy o f eachpl'<>Otl"' lht,"'ll•" is.,\ion.
a f)ractising manage~ witti the Take a moment
fJOf)-UfJS.

~ THE EXTERNAL ENVIRONMENT

Theworldis11n,!.,rgmni;1rerneoJou,andfor-rcarhtngcMng,:-. Thi,"""1romnemal changesthatshook
Toyota's le.x!C'l'Shop position In lhe auto mdu5lry - J glob.11 recession, natural disaswr.; and changing
rustome:r lll"---ds - " ~ pan of its c,,;tl'1113l org;,nis.ational l~1\iro111m•m. The eiucnul organ.U!ill<Utl 0,9".,lledo.....i
environment md udes 3ll clements eristmg oolslde the bounda1yol the c,rganisatmn that have the
Al-•-tr,g
::=:::.:.:.':.'
Po1enti.tl,oo!lec111>0

ICONS

AbraharnM.a.sk>\v(l90S---1970), .1pr.1cttsmgpsychologtst.obs,,rviedtllilthispa~l.'l'lts' prool<'lllSusually

sk"'flUTIN from an mabil,ry w s.:ittsfy trn.>lr need~. From tht5, he i;mc>r.ilised his work and sugg,.>sted .1 Linkage icons draw attention to connections
hicr.in::hy of needs. Mas!ow's hil'<.ll'Chy started \\ith physiologinl rn,eds a n d ~ !O 1'(1fety,
between tOf)ICS within individual chaf)ters and
=-~=:i-
bdongingness,esll't.mand,finally.s.1lf-act11.1lcsahoo11'eCds.

not1~~a:,1:1~:;:,~1::::~ h~1n~o:c~~;:~a~~c::~e~h;L~a~t:•7~·:~:,:;:;~:~:::~1; across ttie text; an in - text reference adjacent to

and 11\e early human rehltio115 assumptions about human behmwur. Ba§('a on ht5 l'XJlffl'-"'Ces as a
manager and coll5ultant, h,s tTJ1ning as a psycholog,st ,md the work of Maslow, McGregor {o.,nulatcd
lus Theory X a<1d Theoty Y. which art' exp!airwd in UHll l1 M " McGregor belie11'd 1hat 1he d:is5ical
tti e icon directs you to tli e relevant mate r.ial.
p,.'l'Spl'Cl.1'"<' was b.l5N on Theory X assumpttom about wuricers. He also felt that a sl,ghtly modified
version of Theory X WOtlld fit early human relations ideas. In othl'r words, human rt'lattoru; ideas
didn01gofarc11ough.:\lcGregorproposedTh.._'Ot}.y.,_samorereali:;tic1iewofworkersforguiding

a riew aprroach OC'gms with a shift to dec•ntral!Md pi.nmne, wh,ch meaos th.:tt pL:mn,og Cl,:perts WOO
thL~r - eno .. JlNd
\\1th managers in major d11"is,ons or dq1,1nmcnts to dt.'\'i'lop own go.115 and p lans as is mdicatt>d in
UIHIIIT 1.a. /1.!anagcr.; throughout the company come up Mth their mm crNUw soluhons to problems
and become rnoR'romm,u!.'d 10 following through on th,, pbns. As 1h,, cn,ironmenl becomes 1-"1'-'fl more
~·-·-
ploM!t19

plo'lnr,ge.pen,ID~
"""'"""'""""V<'""'"-
1"olat1le, 1opexecutn-...sseetheb.."'1ldiisofpushingdecemralb;edpl.,nnini;"'"nfurthcr byh.a1"ingp!am1ing
experts work d,R'ctly "1th line managers a!ld front-line c,nployces to dcwlop dynamic pLms that meet
fast-changingn<'Cds,.
ln a complex and CO!np,.'titiw business l'IWironml!fll, s!Tategit thinking and exc.."tJtion be.:ome the
expectatlOllof l-"l-,,,Yl'lnplo)l'-'<'." rlanniogroines a.h,'i'whl'lll'lnployt-"-"'aremvolved,n..,tunggoals aod
detenntning the means tn R'a,h th,,m. Thr following J;eC!i,">11'; pl'Olide sotnc guiJelines for lll!lO\'J.tiW
planmng.

xvi GUIDE TD THE TEXT

 INNOVATIVE WAY
COSTCO'S WINNING FORMULA
Cosico Wkolesale Corporation, a no- frills, '!elf-service r;uslomerbasebydelvingfurtherlntotheAs.ianmarlc:ets,
warehousedub.operatesanintematlonalchainof whereconsumerspendlngandgrowttiishigherthan
membership wareho~es offering a limited selection of matu1eUnltedStatesandEuropean marlcets. Costco's

Gain an understanding of productsalreducedprices.Costco'sbusinessmodelfow~ complexenvifonmentlsll!ustrated ln lilfHIIIITl.2.Ccxlco"s

companies and managers at the
forefront of innovation in the field
of contemporary management
practice in both an Australian
oomaintainingitsimagea.sapricing authority,consistently biggl'st competitive advantage i'l ill workfmce. 'Costco
providing!helll()';tcompetitrveprices. ·tverythingwe compensates employeesverywell.wellabovetheindustry
doistop1ovidegoodsandservicestothecustomerata mtermsofwagesandbeneflts.'says R.J. Hottovey.aretail
lowerprice.'sa.idJimSlnegal,CEOandfounder.Costco analystat Morningstar.'When,etailersarecuttinghealth
warehOUse'laredesigned looperateefficientlyandto
communicate value to membef"'i. The warehouse decor -
benefits. Costco employees don't have to wony about that.'
hes.ays. ThehappinessandmoraJeof employee,;isoflen
highceilings.metalroofs.exposed trusses-keepscosls
lowandcontributestotheperceptionthalCostcotsfor
over1ookedin the retail industry, but not at Costco. Thanks
toltsgoodlreatmentofwCNkei-s.Costcohuooeofthe
seriousshoppersseekingseriousbargains. Otherstlategies lowestturnoversinthe retailindustry (onlysixpercenO,
for keeping prices low !ndude offering only 3600 unique anditearnsUS$530000ofrevenue?fremployee.Costco
products at a time and negotiating low prices with supplier5 hassuccesslullyopenedstCHesinAustralia andisplanning

and global conte xt from the Only about a quarter of sales come from outside the United morethantheeightmajorstoresit hadln2016,duetothe
States.butstoresalesinoverseumarkets-includ1ng greatsuccessilhuachievedinMelbourneandSydney.

Innovative way boxes. Australia - have been growing about four times faster
than those in the United State'!. Ccxko plans toe~pand Its
Costco has entered the petrol ,et.ailing market in AudraJia In
lh1eestales.
Soutea:Edebo11.S.l)OJ•...,•'1'2011l. Cco1COl(eepsfa!ffll.Jl• u hE"P1ndo.l'ltl"""'•1-1tt1rOoily.19,1;°'"'!1,A. !lA,p,112010~CoolCOC--
Marliet. n.. w.n SlrHI Joun>I( 85: Ind Fatm 10.K lot CoslooWh- . i . Co,potallon, IMm 7 - M1nogemenfi Olsa,. .lon and"1lalysilo1 ANrdll
Condhlanstndl\Muhao!Ope,-adono., Couco........,,,1/l,opon.~l!Jdl'M'W.....gowAn:11Jvealedgaefao~119J12Snn1au..\:!203874a10k.
htmftoc203l04_9jta:o-10Juty20\2~

INNOVATIVE WAY
Twitter and square Ch 01, p. 6 Procter & Ga mble Ch 08, p. 396
Budget blockbusters Ch 01, p. 16 General Electric's work out Ch 08, p. 404
Clickcorp: Taking Ugg to the world Ch 01, p. 35 Staying in the picture: Ted's cameras Ch 08, p. 406
Shopping online, even for cars Ch 02, p. 95 ENSR Ch 08, p. 409
Costco's winning formula Ch 02, p. 100 Ang lo American pie. Ch 09, p. 424
Zappos family Ch 02, p. 111 Taj Mahal Palace, Mumbai Ch 09, p. 442
Hollywood studios Ch 03, p. 146 Level 5 leadership at work Ch 10, p. 470
Gap Inc Ch 04, p. 189 Charismatic leadership Ch 10, p. 488
Cultivating a service mindset Ch 04, p. 199 Flexible work policies Ch 11, p. 520
Goog le Ch 04, p. 200 Prudential UK and Europe Ch 11, p. 540
Planning for a bigger Toll Ch 05, p. 240 Virtual brainstorming Ch 12, p. 562
Jetblue Ch 05, p. 246 Cisco systems Ch 12, p. 567
The birth of the Kindle Ch 05, p. 248 Amgen Inc. Ch 12, p. 568
Amazon Prime Ch 06, p. 266 Tupperware Nordic Ch 12, p. 572
Dell Technologies Ch 06, p. 271 Spring company Ch 13, p. 603
Facebook Ch 06, p. 274 McDevitt Street Bevis Ch 13, p. 619
Focused innovation in marketing Ch 06, p. 285 7-Eleven Ch 14, p. 649
The Dodo is not extinct ! Ch 06, p. 290 Campbell soup Ch 14, p. 654
Caterpillar Ch 07, p. 340 The global success of eBay Ch 14, p. 662
Teams work at Imagina tion ltd. Ch 07, p. 357 GE people/ talent management Capstone Ch, p. 685
Flight coordination Ch 07, p. 366

GUIDE TD TH E TE XT xvii
 CASE STUDIES
Growing a business From scratch: lavender! Ch 02, p. 99
Green power Ch 02, p. 112 Obtain an understanding
McDonald's Ch02~
of how leading practitioners
The axis of India Ch 03, p. 138
A leadership dilemma at Tim berland Ch 04, p. 194 are applying management
A crisis to milk Ch 04, p. 202 theory from the real-world
Planning and implementing the infrastructure of the
Ch 05, p. 233 examples in the Case study
Future
Siemens Ch 05, p. 235
boxes.
MYDB Ch 06, p. 265
Apple lnc.'s strategy: much more than iPod, iPhone, iPad
Ch 06, p. 267
and Mac
Strida Bicycles: a globally networked company Ch 07, p. 361
Bu ilding a better mouse . Ch 08, p. 386 CASE STUDY
General Electric Ch 08, p. 400 ~

A mini crisis of cu lture and performance
Container Store
VIVO Ca fe: all in the family ... the business is people
Ch 08, p. 410 R1y Kroc, founder of Mt0o~·s. once s11d. ·1 dorn lmow
what we·1 be serving In the ye:u 2000. but we·n be ser,n1,1
more o f It than mybody'. Fmm Its founding through to trn,
Ch 09, p. 435 ~ 1980S, Mdlonul's dunged with consumer,' 1.:1:stes
~ n g to~ ti< what we w:inted befo,e we ,:vcn k =
Ch 09, p. 448 we wanted !L Today, however. Kroc's bold cblm does not
seem so :mured. Although Mo:Donild's s~~ h:is 1 m2jority
divided the United St:Un Into temtorle'I. cre1Ung smal~
comp.anle!. to reapture some of MCDorukrs entrep1eneurbl
1e2l. We ve not afraid to do thing, ditft'fffltly.' Grttflbng
Uld. Mm:tgers began to ~gnkc that, rven !h<)Ugh
McDon;>Jd', w.:,,; stlll thc world's most wccasfl.l rest..urmt
comp.liny. It was far from achieving ltspolentlal. They were
trying to retum MtDon~·s to the healthy. adaptive culture

Biotechnology companies in turbulent environments and
challenging times
News Corporation
Managing motivation at Degussa Peroxide Ltd
Nintendo Wii U: coping with fi erce competition in the
world's video game market
share of th<- US fffl·food mvket md continues lo exp21ld
Ch 09, p. 453 lnk'm:!tlon:111)',thccompanytsslppingf.:a,t lnlts obiltyto
recognlSf ond slul'(' pop,Jlor tttnd<
Sorneanalysu:ind ln'll'S~belevethewklespreod
problemsw;thMcDonold's:ueduetothecomp:iny'sinsubr
Ch 10, p. 479 arrogant cUltUfC. The •~roge top e,cecuttve al MCOonokh
startcdworklng attherornp:mywhrnRkh:ird Nm>nwas
Ch 11, p. 510 l'fesjdentoltheUnltedStates,andthecompanyhasb«n
reluct:mttobrlnglnoulsidelea6erstoguide=n•gementas
the e~te=I environment ch:utges. kid ttle ~rd is =de
Ch 11, p. 517 upof~-knitlnslde"whah.av.,donellttletoaglbkl0<
change . "' perlormance d«HnNI. top leaders ten<led to
blamrtothets,1ucha1 dl1sklentfranch""°' · ~ws"'porters
of the earfy y,,=. when It w:os rnmbntly in touch with the
By the late 2000., Md)onald's hod mode m:my changes,
wosoperatlngmoreeffldently ondsusulnoblyondoffeilng
newproductssuchasWdsondcafo!p(odUCU. ltlnc~ased
ulcl XJCM Its 35000 ~ . ol)vloo.ly giving It< 60 millon
<1Jrtorne,,;perdayanexl)Cflcnceth.attheyvaJue,whtJ,,.:ilso
WICfeaW!gth<:<ompmys1toc:k?OCebyaf:tcto,of thrtt
OYCfth<:flveycarsto2007.Growthlneme!'gingeconomles
has beffl very soHd M<:Don:Jd's has more rett!ltly
rf'lurl>ishedft> st0<es andrNC\lgncdlt.product, lnlcadlng
m2fltets such:,,; Austr.:ilia.. now makOlg =ny product. to
thcsptdflc0<de"oflt1cu,tome".lly2014,Mc0orwd's

Outback Steakhouse Ch 11, p. 523 and Wall Strttt analysts. 'If the~ we~ one thing I would
change about McDonald's,' ~id stnlor vke·pl'COOent Brod
h.ld subst-anlWjy w:ompllshcd this product and process
u p ~ through rolling It out on an h1temallonol basis, N,
A. BaJJ. 'it would be to correct the m1,amceptK>OI and of 2016. McDonald's has engaged Tn signil!cant lnnovatlons,
General Electric Ch 12, p. 564 rnisperceptlon,th:>1.hove~sopetv~lvt,fnthela5l frorn·c,eateVourTaste'tobble "1vlu-option,2rnla
few yem: range of new "'tvkes and lnitlatl11es McO.fe's, which are an
Susan Williams Ch 12, p. 579 lnthcl:lle1990s, McDon:lld's emb.ukedonaneffortto Ausb"aUanlnnovatlonlor,V,c:Donald's,h.avebttn rolledout
~ form. ~~ement was reorganMd. and tile then·hcad of Olte=tiorlally These new 5CJVlces have led to slgnlfk:tnl
The team's the thing Ch 13, p. 596 th<:USdornesticdlvlslon.JadM. Grttnberg, brought!nol
le2'!. a h>ndfut of new m>.n>.ger1. Including e•«utlvn from
sales growth. andh1vc.,...enbrooghtnewcustomfflto
rnnS1Jme from Ml:Dorwd's
eu,gerKh1g, Boston/iiwketandGener.:ilE!m:rlt..He.:il~
The Aconex team in Melbourne Ch 13, p. 604 Foodl,,,ll,oUS......-.--.---....-
Sou>ooo, f.......,.,... 1-iso,,,.........20131,Coumn,Aopo,tf...
_ , _ _ 20,ti-.a.dt..O.tt Mot<II IMllMcO....oklO:C..,~~ .. Goi...louct,!s...i.-W...,111-1

Espresso Ch 13, p. 611

Semco's open-book policy Ch 14, p. 656
A lesson in quality from China Ch 14, p. 658
The honeybee style Ch 14, p. 660
Capstone Ch,
'Heartfelt Leadership' pays off at Toyota
p. 682
Capstone Ch,
Google (Alphabet Inc.): a great place to search - and work
p.686
Capstone Ch,
Values can come from Mars
p. 696

xviii GUID E TD TH E TE XT
 AUSTRALIAN MANAGER
PROFILES
l ustin Ryan, Head of log1st1cs
..
r-iiiiiii"~~~~~~i ~!~~~ti:m:11howcleverwe'dbe<tn-SQcl11arly1here
www.lonelyplanet.com, has becom11 a gathering
pointforglobal travellers,and thebus,nessis
nowamaturesuccessstory
Fromitshumb!11ori9ins, Lon11lyPlanet
becametl\ei>Cknowledgedleaderlntravel
publlcations.tnpubllshlng,yoopayfor
everythinguplront-shipping,printingand
rnsearch.Th11re is II w11it of momhs for II return
on ir,vll'Stm11nt. Th1tWh1H1l1trs' op11ra1ion grew
ffomado-it-yoorselfbusin1111stoaglob11I
e,,terprise,withatonepolntover450!i!atl
M AUREEN worklngaroundthllworldand 200authors
contributing.lon11lyPlan111productshava
AND T ONY
expandedtoincludephras&books,travelmapa,
WHEELER,
pictorials, t•avelliteratureand reference books
c o . FOUNDERS,
Thewebsitereceivesmllllonsofv,sitorsper
LONELY monthandltsaciiveThornTreelorumrecelves
P LANET 100000 new posts each month. Tha books are
PUBLICATIONS
now •old In ma ny language5 Including French.
ltalian,Spanish,German,Chlnese,Koraanand
Japanese.
In relle<:tlng on Iha company's early life,
Tony Wheeler says: 'When Maurean and I ptH
togeth11rAcrossAsiaon1heCh9ap-1ha1flrs1
amateurishly produced guidebook !o kicking
a,ound Asia - we had no Idea we were at.ailing
on tha long road to running an amazingly
successfulbusiness.firstofall,wehadavery
goodldaa.Ofcourse,wedidn't realiseattha
&OUIICES...,_.,.Pr_ _ _ hltp~.- ~ n , i - ! 1 - 2 0 \ ) l; - . . . ,. Ml21fom.,"'l'20!1!
IIBCtolkly-rhll-!<>!L<>noly"-*.~!tp~.'WWW,,_.com..........,ol--.to·buy-t~-~==:~°!!"!~~~
XX GUIDE TD THE TEXT
was a major tilement of lut* in !hat good idea
Secondly.oncewe'dhadthatgoodldaawe
ran with ii lor a ll we were worth; the 1 per cfml
inapir.uionwasdefinl1elylollowedby1he99por
e11nt parsp1ration. Ther1, when our dream began
totakewing, wehaven'tbeeoafraidtoletother
people take the controls; In feet we've welcomed
thatbecau~flyingisn'tallfunandl'monlytoo
heppytoascapefromtheroutine.
'Waybad<downth11evohnlonary scaleyou
canforgetihellttledetllils.Wlllltfly orisil
goingtocrashi1alltha1mana.a. l'venava1been
afraidtohaveag<ralthings;ifltwassomethlng
that I felt was going to work we'd try ii. Gut
feelinghasalwayabeanjumasimponantas
carefulanalys1s."
In 1984,lonelyPlanetopenedit1USotfice.
lnth11lat11 1980s,itopened11noffic11inEngland
servlngAhka,Europe,th11Middl11Eastand
!nlate2007,theWheelerssoldamajorlty
lntere!i!lnthelonelyPlanetbus!nesstoBBC
Worldwide, th11 main comme,cial arm of the
British Broadcasting Corporation {BBC). Tha
company has moved forward and am braced
digitalmedia,continuing1oleadltslndus11y.
In 2011 BBC Worldwide took total control of
the company when thll Wheelars sold their
ramaining 25 per cent share for $67 million.
BothMaor9tln andTony5tilltrave1anda,e
concerned with charitable causes. Their Planet
Wheeler Foundation, which Is funded solely
by the two of them, suppolls educational and
heatlhprojectslndevelopingcountrlea.
Meet real Australian managers in
the Australian manager profiles
and gain an insight into some of
the organisation challenges that
Australian managers have had to
overcome in their careers.
TheAntarcticwlnterlsharsh - temperatu; ,~~-
hovararound minl.Js35degreasCelsius, the"~
areconstantbliuards,monthsofdarkness.
andyoucan'tgetinoroutoftheplace.Work
becomestediousandyouknow1hatnothing
w!llchangeuntiltheresupplyshiparrlves,a
distllntninemonthsaway.
lt soundsextreme.Buttheraalityisevery
wotkpl&eehasanAnta,cticwintar. Every
business has a p,eriod of tima where the work
slows down and wo,k is juM work.Threa too!s
keptmyteaminspired,motivatedandresilient
through1helongAntarcticwln1er.
+ Notriangles.Thepracticeofonlyhav/ng
directconversalionsbuiltrespectwithlnmy
111amand1esulrndinveryhlghperformanc11.
Wehad 1simpter11le:'l don'tspeaktoyou
ebouthim,oryoudon'tspeak tomeabout
her'.Notria..gles;godirecttothesource. tt
isapowerfultooltha!reducasconflictand
clarifiesaccountability. lt e naurasyoudeal
with the Important \ssues and avoid wasted
tlmehandllngpersonafdl1putesthatsimply
burn energy.
+ Man.ageyourhac:<>nwanr. Amajor d ispu!e
oncethreatenedtoshutdownthest.auon;
Shouldthebaconbesoflor crispy?Yoo•
workplacewillhaveBaconWars.Theyar•
seeminglysmall,irTelevant fssues that
gralll on people but build up until they
becomedistractions a ndaffectprodu~ivity.
ltmaybedlnycoffeecups,peoplawhoare
SOlll!a'. --nsonlMBA.Mell>oumol. ...._.p,o!.....ror..i _ _
: ~~ ; ; ;~ ~ ~ ~ ~ ; -" " i i i i i 1 l
lafl a ndigflOred,smallproblamswil!faster
andundarminea1!1hegoodth1ngayouare
doing.
+ Respect trump• harmony. My axpedition
team was the most divarse taam I had
ever worked with. I didn't recruit them. I
was handed them. We were from vastly RACHAEL
differentbad<groundsandemixol ROBERTSON:
prof ,s"ons "nclud"ngsc"11nfs1s,eng"neers, LEADERSHIP
IT,rrades,pilotsandweatharspecia!ists.
LESSONS FROM
The interpersonalpressurewaain111nseand
privecywass.carce.ltwasimpracticaltoth,nk
THE WORLD'S
TOUGHEST
w.:i"dallgetalongwitheachother allthe
uma.lnstead ol 'happyfamilies', waaimed WORKPLACE
lorrespa,:t.Simple,profeasionalcounesy
andr1111pect.
S1rivingforaharmon!ouswo1kplaceis
dangerousfortworl!llsons. First,dysfunctlonal
behaviou1doesn'1dis.appear,i1jus1goes
undarground, so thll llluslon of ha,mony
remalni.Second, itstifles!nnovation. People
areoftentooafraidtoputuplheirhandand
offe,adiffarentviewbecausetheydon'twant
lo rod< the harmony boat. So, in your taam, aim
forrespect,because'respecttrumpsharmony',
every time.
onc1.,..,,,.,,
 lir.==================fNM
f"=========fM
Analyse practical applications
of management concepts in the
Management in practice boxes
which highlight specific aspects of
management and offer in-depth,
practical advice about how to
address them in a work context.
'. .
if1me management t1 s F
I 1• • .,·
,.
Management tools and trends
Unlocking innovative solutions through
power (and respons1b1l1ty) to the people
....
... ..
Challenging the boss on ethical issues
Who sets the goals? Manager versus coalition
..........
Evidence-based management
~ANAGEMENTINPRACTITl~CE"::::::=:=:=:=:=:::=;i~
GUIDELINES FOR ETHICAL DECISION MAKING
If a 60 Mlnuln crew wH .,.....;,ing on your doorstep one
morning, would you fee1 comfortable Justifying your actions
to the came1a7 One young manage,. when confronted with
ethieal dl!emmu, gives them the '60 Minutes test'. Others
$11y They use sud! crl1eria as whather they would be proud
1otelltheirpa<entsorgrandl),lllrenta1bouttheud111:ision,or
whether1heycouldsleepwell11n\ghtendfacethemsetves in
the mirror In the morning. Managers often rely on th&fr own
personalintegrityinm•kingethicalde<:i$ions.Butknowing
what to do is nQt always easy. As a future managar, you will
surely face ethical ditemmH one day. The following guidelines
willnotte!lyouex.act!ywhat!odo,buttakenln!hecontextof
thetextdiscuss1on,thaywillhe!pyouevalua1ethe1ituation
morn clearly by examining your own values and those of your
o,ganisation.Theanswerstothesequestlonswillforceyou
to think hard about 1h11 social end ethical consequences ol
your behaviour.
Is the problem or dilemma really what it appe.ara to be? II you
arenotsure.findouL
SOUf\Cf: ........ A
MAMNAGEMENT IN PRAc:1r1iccE1========~
UNLOCKING INNOVATIVE SOLUTIONS THROUGH PEOPLE - IT IS POWER
(A.ND RESPONSIBILITY) TO THE PEOPLE
Feeling aU too burder,ed by responsibility, 24-year·old Ricardo
Sem!ercreateda newvisionforthricultureofhlsfamlly's
business in 1983, while recuperating from a stf9$s-relatad
illness. When Semler hlld taken over Brazil-based Semco
Corporation from his lather In 1980 as a freshly minted Ha1Vard
MBA (one of the youngest ever to earn the piastlglous degree).
the company was manufacturing equipment for a Brazman
shipbuilding industry thai Wa$ in abysmal shape. A$ Semeo's
prasidant and majority owner, Semler fired most ol lhe top
management and used a seri111 of strategic acquisitions to
steer the company into more viable markets . Ironically, as lhe
company's fortunes began lo revive, Semler's own heallh took
a nosedive.
As ha lay in a hospital bed, Semler had a vision lor a new
way 10 manage - by rallnqulshing control to his employee,.
Thus began a ftva.year ptocess of building I radlca!ly democratic
culture based on open lriforma!ion and emplc,yoo partlcipa1ion.
Semler started modestly - lettmg employees diOOS<l their uniform
colour, for uample - end even1ually moved to the creation of
egalitarian project learns that had complete responsibility for
particular projects, total authonty regard,ng how to perform the m,
and the opportunity for team members to pod(et a substantial
perm:,mage of any profll.ll gener.ned. Today, 5$ll~irected teama
form the basi1 of the company's loose, fieKibte oiganisation
structure. Paople typically have a chanl!III to choose what projects
Would you like to work in your pyJamas7
ifhe right way to interview a JO
........
ow to utterly destroy mot1vat1on
Gender differences in communication
LeaP.ing over language barrie s
lstheactionyouareconsider1nglegal1!shethlca17(fyouara
notsute,llndou1.
Doyouunderstandtheposltionol1ho$8whoopposathe
action you are considerlng7 lsit reasonable?
Who does the sction banefll?Who does it harm7 How much?
Forhowlong7
Would you be willing to allow everyone to do wha! you are
considatingdoing7
Haveyousoughttheopinionofotherswhoare
knowladge&ble on the subject and who would be obj11c1iv117
Would your action be embarrassing to you If ii were made
known to your family, friends. co-wort.ers or superiors?
Thernarenocom1ctanswerstoth0$&questionslnan
absoMa Mnse. Yet, ii you d'Utermine ihat an action Is potentially
ha1mful 10 110meone or would be embarrassing to you, or 11 you
donotknowtheethicalorlegalconsequences.th1169gu1delinea
wlllhelpyouclarifywhetherthaactionlssoc,a!lyrespons\ble.
t,l.ond\lofdtn, JA.('ttllll. n..-f~-alBuol,-.Orop.6Nrw\loflcWlley.
they w,11 work on, based on how they think they can best make a
contribution.
Semco u - few Job tiUes &nd only three management
levela: counsellors {the name Semler now goes by); partners;
and associates. The CEO pos!!fon rotates every siK months
among the counsellors. Wo1kara sat their owr, hours, alact and
evalua1e superviso,s, and have ma,Or Input ir,to how they are
compensated, with some actually $Siting their own pay r.nes. AU
financial information, inctud,ng salari11S, ls available to everyone,
and i,rry employee is allglbte to i,ttend i,ny meeting, including
board meetings, where two seats are reserved for employees on
a first-come, flrst-serYOO basis.
The result of 11pplying these rather radical cultural
values i1 that Semco has not only survived but prosparad
In Bruil'a often chaotic economic and political climate. The
conglomerate now produces 111 diverse range of products and
services, from manufacturing giant oil pumps to participating
in mall processing Joint ventures. Its revenues grew from
USS4 million In 1982 to approxlmataly US$240 million
recently.
'It's about competitive advantage; Samle r says. 'Once you stop
!rying to control employees.' he insisu;, ·you raleasa the pow&rrut
twin forces ol S(ll!~Jsclpline and peer pressure. Performanc.e
becomes the only criterion for success: Al Samco, ireatlng
employea1 li1te responsible llduhs ts Just good bualn&&a. With this
.......
GUIDE TD TH E TE XT xix
END-OF-CHAPTER FEATURES

of eac h chaP.ter. you will several tools

your. knowledge of the l<ey

Sustainable develoJJment
---....----·-,-- .........--...-
:;.:::::..-...;...:-:.=-:.=:-.::::::;:;.:_-:.=
·--~- ......-111o1.-·---------
SUSTAINABlf
DEVELOPMENT

.. ---- ....-.. . . . ------------

asP.ects of sustaina bility that relevant to tl'ie ACIKINDN
...-........,--
SUSIAINA8U
l _ _ _ _ _ , , ... _ .• . . . . . - , -.................. ,.. ..

...... ---........,.-.._.___, _ _..,.

OlWlOl'lolEHI
_..,...__-...,.-,,_
management conceP.tS described • I • l .....,.. ... _ . . . ... _ _ . . . _ . , . _ .. _ .. _ _ _ _ _

Discussion ~uestions.
DJICU5SIO'IQUUTION$

---...-....""·--..
1 h i _....,....... _ , . . . , _ _ _ _

- ~·-, ... - ..., -....,........ I ..-

~-·,--·ij·....---.
-~, .
.... ____.,._....,.,.............
,._.......,,
) l o ~ 7 0 !l , Tolyollo<h:-i;__,.(T'l"ol • • .. P"-·~"'-..,l -lO ..
:':"'~-=:..":.":;:::.."::i.':, ~....- -...,~ _ ....__...
............. ----,...-.... ....,,...
:=...~~::':"...:::...":thrl .. ~-~=--..
' 0o,....-..11m1 •• - ......- ......... try
f-f>'&"'tl....,.....

_________ .. ___ ___ ____..,......

... ___-..______
··-- ..--.·- ............ ___.._
- WRATISRICRTf
,... ,._.,........,......
___ .,._...,_v_ _,_,....,.,
,._.. ......

---· - _
----· _ ..-··
- - ~ . . . - . -.. - c -...
. ............
,.... ....,..._
.......
......_,........,_....,..._
....,,___,,,_.._ _.
< ..,,... _ _ ... ,,_,ood_-1
::-.:::::=.:.:==--:::.. •::!":..'":':.':.=:=-=-,....-

the GroufJ challenge activities or. exercises,

__"'"""_-".....,._..,.
---·
-

...-.....-...--
--~-,...-
__ ~-.
..-- ,.. ,...~
y_..,... -·----.
l:TBICS &!fDIUSINESSCOSTS

. . ·--i..,...
.....- ......... ...... _
.."""'-"'""'
.........- -.. . --
---.............,....""'--·---
.,.............
0-.>n!V_ _ _ _ ,. _ _ _

• I •
...---......-,.- ......-"'I'_.,..,,....
....... _ _ _ .... '1'1'11'¥_.. _

~
....
........._,...
....,....i....,.--~""· :::.=---·-..-....,.,.-·--
,.,.
-.-""""", _
.......
m.. ......... - ~....
.- ....... ~,--lodo,,_"""'".... --..

ma nagement cases
___,. . . . ,. .,. ..-_... ---"""""c-.. . ,. . ._.-
950!1 iiiiiiiiiiiiiiifi sHAJIPSTTI.£IALONS

,... ____...........,_,_.,_ ._....,_

--.......--------·
_,..,... .............

-··---_,.
-....- -· -..

_..,_.,..tt,_,..,_
.., -

_____
.-
'1......

....._______
..-,--,-,.-i.p,
- -.. ~

.-.. ..._ _____ _

... ...............
• ....

....,_c_..,,.._,.,....._
,.......
..,.__ ..., ___-'••-,.......
___
,,_._
-·-·..
- _..................
_ _ _,,...d!r ... ....,...._, _ _

......,._.._'""'""'"""----r ________ .,., __ _

~

i·iii iii iiii iiiPi

----
..._

'__ ..., ___

_,...._..,.
__
___,.,._..,_,, .=-·-. .... . . . . . . . . ..... _.,
... , . . _ _.. _ _ _ _ _ _ ..

---·-1o1oo--,-
..._,..__...,...,.......,.
_ _ _ ..... ...,...,......i ..... -
..
..._,......1
..... - - ...
___
:~~iuLL~ltOTHtllS HtwlNG: MANAGllfOITAaMPS AND RtW
J _ _ , . . _......... - -..

,,

The Continui at the end of each

___ __.__
fJj \If +i jji jijf jjf fij
!t]--~-..is-................. ...........
ti,10!4,T<>J<UIIM...._,..,._pl,ol _ _

"'-----·- ,..,....,..._
_ , . . .. _ _ ,1'0 _ _ _ ,.,...._....,

- ---
tNlfOV&Ttvt MAN&GCMClfT roaa C MNG tNCWOaLD

.. .......
__ ...,.....- ..................-·-.,.. ---··--·--
..- ..- - - . -.. r.,.... ..- ....
.,,.,...,...-~~
,,,, ... .,,.
.. _...,
.....
,.,....,_...,
~
_
...,.~,i,....Mt...,... ... _ _ _ IIIOI I

............
~""' ...............-~-I'""''"'
-....ir1ot-,o,..,.. . .n-~.,.J0111-10
_.....,

GUIDE TO THE TE XT xxi

 Guide to the online resources

FOR THE INSTRUCTOR

Cengage is pleased to provide you with a selection of resources that will help you prepare
your Lectures. These teaching tools are accessible via ce ngage .com .au/instructors for
Australia or cengage.co.nz/ instructors for New Zealand .

MindTap is an interactive, customisable and complete online course solution . MindTap

integrates authoritative text book pedagogy with customisable student 'learning paths',
~. . •#MINDTAP
I • From (engage

an innovative 'app" model of instructional utilities. LMS interoperability, and the power of
social media to create a personal learning experience for today's mobile students.

To prescribe MindTap for your students, please contact your Learning Consultant.

CourseMate Express is your one-stop shop for learning tools and activities that help
students succeed . As they read and study the chapters. students can access an eBook,
self tests, cases and experiential exercises, review with flash cards and web links, listen
-~
f CourseMateExpress

to audio summaries as well as check their understanding of the chapter with interactive
quizzing. Course Mate also features the Engagement Tracker that monitors student
engagement in the content. Ask your Learning Consultant for more details.
.... INSTRUCTOR'S MANUAL
The Instructor's manual includes:
• learning objectives • suggested class discussions and
• chapter outlines projects
• • discussion questions • videos
;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;;; • case question and project solutions • websites and readings .

• WORD-BASED TEST BANK

This bank of questions has been developed in conjunction with the text for
creating quizzes, tests and exams for your students. Deliver these though
your LMS and in your classroom .

POWERPOINPM PRESENTATIONS
Use the chapter-by-chapter PowerPoint slides to enhance your lecture
presentations and handouts by reinforcing the key principles of your subject.

ARTWORK FROM THE TEXT

These digital files of graphs, pictures and flowcharts from the text can be
used in a variety of media . Add them into your course management system,
use them within student handouts or copy them into lecture presentations.

MANAGEMENT LOCAL VIDEO PACKAGE

This video package, featuring large and small local companies, provides
a relevant and engaging visual teaching tool for the classroom. Scenarios
will link the application of management concepts to key graduate
outcomes.

GUIDE TD THE ONLINE RESOURCES

 FOR THE STUDENT

New copies of this text come w ith an access code that gives you a 12-month
subscript ion to t he CourseMate Express website and Search Me! Management.
Visit http://login.cengagebrain.com and log in using the access code card.

Access your CourseMate Express website, which inclu des a suite of interactive
resources desig ned to support yo ur learning, revision and further research.
Inclu des:
• Self-tests
• On-the-job vi deos
• Revisio n quizzes
• Case study activities
• Aud io summaries
• Glossary and flashcards
• And morel

Expa nd your knowledge with Search Me! Management. Fast an d co nvenient, t his resource
provides you with 24-hour access to relevant full-text articles from hundreds of scholarly
and popu lar journals and newspapers, includ in g The Australian and The New York Times.
·~
•+
Search ~ Me!

Search Me! Management allows you to explore topics further and quickly find cu rrent
refe rences.

A new approach to high ly personalised online learni ng, MindTap is designed to match
your lea rn ing style and provides you with an engag in g interface to interact w ith the course ~·'#MINDTAP
I It From Cengage

content, multimedia resources as well as your pee rs, lecturers and tutors. In the MindTap
Reader. you can make notes, highlight text and even find a defin ition directly from the page .

To purchase your MindTap experience for Management. please con tact your instructor.

GUIDE TD THE ON L INE RESOURCES

 PREFACE

TAKING THE LEAD

The world seems to be changing ever faster, with social, technological, economic and political forces
reverberating around the globe every day. Volatility seems to be increasing: just consider the 2011 earthquakes
in New Zealand and Japan, and the 2008-10 global financial crisis and the political and military problems
in Syria and Ukraine. Political turbulence increased in democracies such as the USA and UK in 2017, and
Europe's economic future is being partially destabilised by the UK BREXIT vote, after decades of stability.
Globally, managing increasing numbers of refugees is a challenge for many countries. Environmental issues,
particularly global warming, present major challenges to society. Managers need to know what is going on
in their industries and economies on a current and ongoing basis. In Australia, New Zealand and other Asia
Pacific countries, the challenges and opportunities facing managers have never been greater. New technology
and globalisation mean that managers in these countries must not just be competitive with the organisation
'down the road' or across the country, but must also recognise that the only realistic standard for comparison
of performance in the new millennium is 'world's best'. The announ ced demise of Australia's automotive
assembly industry (effective 2017) after more than 50 years of operations demonstrates the intensity of global
competitive forces. In every industry, competition is becoming fiercer each month, and there are always
winners and losers. Winners grow and prosper, but uncompetitive companies quickly wither away and their
shareholders lose their investments, while managers and other staff lose their jobs. Not-for-profit organisations
such as government service suppliers, charities and clubs must also excel in their focus and use of resources,
since their employees, consumers and suppliers have high expectations of effectiveness and output.
Technological change is accelerating and driving exciting new competitive dynamics in most industries. This
includes new process technologies such as manufacturing automation, and in particular the web-based and
social networking technologies such as Facebook, Instagram, Google and Twitter that are making information
available to people as never before. The Internet has a profound effect on all forms of organisation, business
and consumer behaviour. Consider how Amazon and eBay have impacted on consumer shopping habits. New
business models and innovative ways to combine products and services are made possible by the Internet, as
well as much richer, faster, cheaper and more detailed information exchange between businesses. The cost
of close coordination between organisations is lower as a result of these new technologies, leading to new
networks of collaboration within supply networks.
Another major trend that will impact on managers and businesses all over the world is the coming of age
of the Chinese economy and, behind that, India, Brazil and others. These low-wage countries, which have over
half of the world's people living in them and h ence huge internal developing markets, provide both opportunity
and threat for all Asia Pacific-based companies and coun tries. In addition, political instability, terrorism, disease
such as bird flu, climate change and other unanticipated events, coupled with the rise of regional trade blocs
and free trade agreemen ts, will impact substantially on the opportunities for companies to export and trade
globally. Managers must be capable of planning and leading their organisations under both stable and unstable
conditions.
Risk management and crisis management are new processes with which managers must formally engage
and become competent. Further, brought on by the collapse of major companies such as Lehman Brothers and
many others as part of the global financial crisis, managers must now demonstrate the quality of governance
in their systems and decisions, through compliance with strict new procedures, as legislated by governments
and required by sh areholders.

xxv
Another random document with
no related content on Scribd:
In their progress through the country on anti-slavery missions, the
agents of the Massachusetts Society never failed, from the
beginning, to learn how hard it is to be reproached for a righteous
man’s name’s sake. To appreciate the force of their temptation, let
the beholder, for a moment, place himself in their situation. It is in the
power of the minister in almost every parish, to procure them a
hearing,—but he is in combination with his brethren to “put down
Garrison.” Is it wonderful that, instead of silencing the bigot or the
slanderer with the assertion “he is a good man and a faithful
abolitionist, and his opinions on other subjects are no more our
business than your own,” they should have striven to repel their
assailants by endeavoring to draw a line of distinction between him
and themselves? Parallel to this was the course of Peter; unrepented
of, it deepens into the darker dye that marks a Judas.
When men who sought a pretence to avoid the consideration of the
cause, were told that the Massachusetts Board of Managers differed
as widely as themselves from Mr. Garrison’s opinions on other
subjects, their intolerance forbade them to credit the statement. If the
Agents ventured to cast freely off, in the name of the Society, all
responsibility for Mr. Garrison’s individual opinions, and to vindicate
the rectitude and energy of his abolition course from the beginning,
they were obliged to endure the reproach of being “tools of
Garrison,” and singing his praises, when they should rather be
employed in removing such a stumbling-block out of the path of
“good men.” A truly noble soul, thus spurred up to the encounter,
would have exclaimed in the spirit of Bürger:—

“Thank Heaven for song and praise, that I can

Thus sing the song of the faithful man!”

The enemy, thus met, would have ceased to play so ineffectual a

string; but, perceiving the weakness of the agents of this year, he
never ceased to have recourse to it.
Let not those who have never been tried in such a furnace,
condemn, without pardon and pity, those whose nobility of spirit was
not equal to pass the assay.
There appears to have been, on the part of Mr. Phelps, and the other
agents of this period, an inability to comprehend or appreciate the
just and straight-forward course of the Massachusetts Board, with
whom they were associated, as well as a consciousness that it
would never permit its sanction to be used for their purposes. They
therefore carefully kept their operations secret from the Board, while
they were using its funds and sanction to carry them on, in
conjunction with Mr. Torrey, and Mr. Stanton, the Secretary of the
Executive Committee at New York. All the Summer and Autumn of
1838, the scheme for a new paper was thus secretly carried on. Mr.
Torrey wrote afterwards to a friend, “the clergymen throughout the
State have been sounded; and they are for it, to a man.”
The plan of a new paper, to be under their own dictation, and in an
attitude of opposition to the man and to the paper whom their
misrepresentations had made odious, could not fail to be approved
by the ministry; but to abolitionists, a different form of introduction
was found necessary. To them it was represented that it would aid
the Liberator, and that possibly Mr. Garrison might be induced to
become the editor. Its comparative cheapness, too, was an
inducement to some honest minds, who were unaware of its purpose
to effect a division in their ranks.
More than a year had elapsed since the clerical appeal conspiracy.
Some of the appellants had become officers of county Societies.
Certain of their brethren in spirit, as well as in the ministry, had taken
the lead in town Societies;—a creeping movement was in this way
going on among them, to get the control of the organizations; and,
co-operating with it, were the young theologians who had aided the
old attempt against the cause; now, some of them, as the occupants
of pulpits, rejoicing in the opportunity to lend their aid to the new one.
Mr. Phelps, in whom general confidence was yet unimpaired, was
every where warm in his eulogies of Mr. Torrey’s diligence in the
cause. But those who had opportunities of observing his course
closely, were made aware that mischief and diligence are by no
means incompatible. His labors were unremitting to weaken the
bonds of relationship between the County Society and the State
Society. The abolitionists of Essex, generally, saw not the tendency
and design of these efforts. They could be made without suspicion,
as the National Society had ever been a favorite with Massachusetts
men, with whom it originated, and who constitute the largest portion
of its efficient members. Such men could not readily conceive of the
possibility of acting in their County capacity or their National
capacity, in opposition to themselves in their State capacity. But the
active brains of the Secretary of the Executive Committee at New
York, together with the Secretaries of the Massachusetts and the
Essex County Societies, had devised and cherished the idea of such
a change, though it would necessarily convert the affiliated Anti-
Slavery system from a harmonious whole, into jarring and discordant
divisions. A society had, before this, been formed in the western part
of the State, to be directly auxiliary to the National Society. This
circumstance was unnoticed at the time, except by a few, who waited
for the light of future events by which to interpret its meaning.
Such disunion and derangement could not be easily effected in the
region where the free spirit first laid the broad foundations of its
organized action. It was necessary to cast about for some plausible
ground on which to create division of feeling, and to proceed upon it
with the utmost caution.
Public sentiment had become so far changed in Massachusetts by
the eight years’ warfare of abolitionists, that ministers were almost as
liable to public censure for an open pro-slavery course, as for an
open advocacy of Freedom. They, of all men, were, in one sense,
justified in the customary declaration that they were “as much anti-
slavery as others;” for they kept careful watch of the times, that they
might not vary from them materially. With all their prudence and
caution, they found this double public a difficult monster to manage.
Though, as a body, they had undergone no change of feeling, they
perceived that their efforts to check the progress of Freedom, must
be made more carefully than ever; and they adopted a tone of great
solicitude for “the poor slave.”
Pity, even when unfeigned, is not principle, any more than “American
Union”[3] was anti-slavery; and in this instance “poor slave” was but
the synonym for hostility to the Massachusetts Society. Well has cant
been called “the second power of a lie.”
The additional ground on which a division of feeling preparatory to
the projected outward division was attempted, was the assertion,
sedulously disseminated by Mr. St. Clair, Mr. Torrey, Mr. Stanton, and
Mr. Phelps, that the Massachusetts Society was a “no-government
Society.” Of this the only proof was, that it had not ostracised Mr.
Garrison. It was argued that the Constitution of the Massachusetts
Society required the use of every means sanctioned by law,
humanity and religion; therefore Mr. Garrison and all other Non-
Resistants who decline exercising the elective franchise, were, by
the terms of the Constitution, excluded from the Society.
“Political action,” adverted to in the Constitution, now had a new
definition affixed to it. It was defined by one of this new school to
mean poll-itical action, or action at the polls.
This logic, though very efficacious among those who had rather see
the battle rage round the polls than round the pulpit, produced but
little effect on the real abolitionists. “Law and humanity and religion;”
they said——“Well! these must, by the Constitution of the Society,
conjunctively agree upon the means to be employed, and each man
was of course to be his own judge of their requisitions; for there
never would have been a Constitution or a Society on any other
understanding. Law! Well; the law sanctions my restoration of a
fugitive slave, should I deem such a propitiation of the master likely
to produce a happy effect in hastening a general emancipation. Am I
therefore bound to do it? No! for my humanity and religion interpose
their veto. But, what if Mr. Garrison’s humanity and religion forbid
him to vote? I cannot see why they should, but that’s his look-out as
an individual—not mine as an abolitionist:—and the Constitution of
the Massachusetts Society covers us both.”
Such plain blunt reasonings could put to flight the assumption that
voting at the polls was a test of membership: but of course it did but
increase the bitterness of feeling of those who sought a cause of
offence against the Society, to find none.
That Mr. Garrison was personally aimed at, and the Massachusetts
Society also, because it would not consent to his ignominious
expulsion, no one doubted, who was at the receipt of clerical custom.
The on dits were plentiful, authenticated and conclusive. “Garrison
has too much influence,” said one. “We must take it down little by
little.” “Have you got Garrison down yet?” said another; “we are
ready to come in when he is out of the way.” “All the Massachusetts
meetings are mere Garrison-glorifications,” said a third; “they forget
the poor slave.” “Oh, the Massachusetts Society is the mere creature
of Garrison,” said a fourth. “So many good abolitionists as there are
in the State, opposed to him, why not get rid of him at once?” said
the outside row. “All in good time—a new paper first, as the organ of
the Society—and we can make advantageous changes in the Board
of Managers also, as they wish to resign,”—replied the inner circle,
that were most closely hemming round the Massachusetts Society,
with hostility in the disguise of friendship.
Charitable judgment is an excellent thing. Possibly, Arnold thought
that the revolutionary principles might be promoted by giving up
Washington to the discontents of the factious, and the demands of
the foe; and exactly the same possibility exists that these men of
great professions and hitherto unattainted names, were sincere
blunderers,—not treacherous apostates. An excellent thing in its
place, is charitable judgment. Whether its place be to refuse to see
or to sum up evidence, admits of controversy.
The accusations against the Massachusetts Society, however,
appeared, on evidence, to be unfounded. Its Board of Managers had
issued an address to abolitionists preparatory to the political
campaign, and had concentrated their agents upon the fourth
Congressional District, where the political parties were so nicely
matched against each other, that the abolitionists, though but the
dust of the balance, might, it was hoped, by successive defeats of
the election, at length procure a candidate from one or the other
party on whom they could unite. This one fact of the personal labors
and concentration of effort for political effect on the part of the
Managers of the Society, presented itself to every mind and
neutralized the misrepresentations that were so industriously
circulated. In reality, the whole force of the Society had been bent to
this one point; and the Board, knowing that the County Societies
were deeply pledged in the matter of funds, relied upon abolitionists
in their county capacity to raise the money now due to the National
Society, on the Massachusetts pledge.
At this juncture, one of the faithful friends in Andover, was startled by
the reception of a letter from Mr. Torrey, so explicit as to rouse him at
once to a perception of the meaning and tendencies of things, which,
till then, had escaped his notice. The letter dwelt on the great
influence of Mr. Garrison in Massachusetts, and thence argued that it
would not be safe to attack him or the Liberator openly;—on the
great need of a new paper;—which he, (Mr. Torrey) had ascertained
by sounding the clergymen throughout the State; and they were for it
to a man. “Now, Brother ——, have on a full delegation at the Annual
Meeting, at 10 o’clock in the morning, prepared to stay two days.
Have them pledged to go for the new paper, and to spar the annual
report, and we will show them how it is done.”
Upon the reception of this letter, those who had been wont to keep
watch and ward over the interests of the cause in Essex, met and
decided to communicate instantly with other friends, that, if possible,
the evil might be subdued in this stage of its progress.
Dr. Farnsworth, of Middlesex, with whose own observation and
experience their intelligence harmonized, instantly suggested to Mr.
Garrison the idea of removing all their pretensions for such a paper
by issuing a small cheap sheet of exclusively Anti-Slavery matter. Mr.
Garrison, from whom, though in almost daily communication with Mr.
Phelps, Mr. St. Clair and Mr. Stanton, their whole plan had been
carefully kept, could hardly credit so treacherous a proceeding.
Had an honest desire for a new paper been entertained, he, surely,
whose note of joyous exultation had welcomed the appearance of
every new anti-slavery periodical, should have been among the first
whose aid was sought; and, that the plan had not reached his ears,
seemed to him to prove conclusively, that at least those brethren of
the Society with whom he had daily intercourse, could not be
engaged in it. Relying on Dr. Farnsworth’s good judgment, he,
however, decided to issue the specimen number of the periodical
proposed.
But, as day after day brought fresh proof of a skilfully arranged plan
of secret action against the Massachusetts Society, his mind
misgave him as to the efficiency of any paper he might issue, to stay
its progress, and he relinquished the idea.
Dr. Farnsworth, meanwhile, receiving no information of this,
continued diligently to prepare the way in Middlesex County for the
expected sheet. Of these labors, the enemies of the Liberator took
advantage, and artfully represented his honest efforts for a paper
which should subserve the pending election, and, at the same time
remove all pretence for setting on foot an influence hostile to the
Liberator, as a part of their own plan.
Singular symptoms were noticed in the political management of the
Fourth District. Without consulting either the Massachusetts or the
Middlesex County Board, Mr. Stanton undertook the task of
determining on whom the abolitionists should scatter their votes.
Somewhat remarkable was his selection of the Rev. J. T. Woodbury,
—the man who, in 1836, had thrown down the gauntlet to the pro-
slavery church; and, in 1837, lacked the moral force to sustain the
pressure of the antagonism he had impulsively sought; the man
against whose commission as a local agent by the New York
Executive Committee, the Massachusetts Board formally
remonstrated when they found him a participant in the clerical
appeal.
Deeper solicitude for the cause would have shown him that men who
fail in the “cushioned seat ecclesiastical,” cannot faithfully discharge
the equally weighty responsibilities of the Congressional one. The
evil considerations that temptingly beset the latter, are as numerous
—their angelic disguises as complete. But Mr. Stanton’s own course,
during that year, had not been such as to make his soul more keenly
alive to the sacred beauty of fidelity.
Dr. Farnsworth’s continually increasing knowledge of the
machinations now on foot, increased his sense of the necessity of a
counteracting influence; and, with a faithfulness which was
undamped by the apparent neglect which had met his first warning,
he continued to urge on the members of the Massachusetts Board,
the necessity of a new cheap periodical, as their organ, to be edited
by Mr. Garrison; monthly if they thought best, though in his judgment
a weekly issue would more effectually remove the pretences of those
who were laboring for the destruction of the Liberator.
When this proposition was formally presented to the Board by Mr.
Garrison, Mr. Phelps chanced to be absent; but Mr. Eayrs, a member
with whom Mr. Phelps was on terms of confidence which he did not
extend to all the other members, remarked that it would be better to
postpone any action of this kind, as there would probably be
changes in the Board at the annual meeting. So innocent were some
of the members of the Board of any knowledge of what was
practising against them, and so repugnant was suspicion to their
natures, that those of them whose eyes had not been recently
opened by personal experiences, honestly supposed that such a
paper might satisfy the alleged demand; and, after a few days’ delay,
on account of Mr. Phelps’s absence, it was decided to issue three
thousand copies of a specimen number, Messrs. Garrison, Phillips
and Quincy to be an editorial committee. On learning this, Mr. Phelps
said, with much agitation, that such a paper would by no means
answer the demand. His words and his manner were a sufficient
assurance that the plot had gone too far to be arrested by any
possible effort of the Massachusetts Board, and all their energies
were now bent to the painful task of hastening its complete
development.

FOOTNOTES:
[2] “Of Mr. Garrison I will say, as the Pope said of his minion, I will
absolve him of all the sins he ever has committed, or ever will
commit.”—Speech of Mr. St. Clair in 1837.
[3] A scheme so called, for benefiting the colored race, without giving
offence by the mention of Freedom, or Human Rights.
 CHAPTER IV.
THE WARNING.

The task of such an editor, Mr. President, is an arduous and

thankless one. He must shield his friends by movements for
which they will be apt to censure him. He must save the cause
by the very blows from which the apparently judicious will
anticipate its annihilation. He must stand on an eminence from
which he can see what other men cannot see. He must be eyes
to the blind, whose want of eye-sight will lead them to make war
upon their benefactor. He must rouse men from their dangerous
sleep, who, while they begin to see men as trees walking, will
murmur because they are waked, and instead of thanking their
deliverer, find fault with the rudeness that disturbed them, and
assume to give directions when they should be beginning to
learn. William Goodell.

Time, which waits for no man, but keeps on, with even foot-fall,
whether witness of right or wrong, frankness and openness, or
chicanery and intrigue, brought round the year 1839.
Mr. Torrey, who had represented his county as crying out for a new
paper, till possibly the echo of his own voice might have led him to
think his testimony true, now found a feeling waking up in Old Essex
that he had not anticipated. The women there, with whom, in the
spirit of a true mussulman, he had, a few months previous,
considered it defilement to sit in Convention, had always been most
effectual helpers of the financial department of the cause. Some of
them had been among the earliest laborers; and, experienced in
observing the pertinacity with which the enemy, from the beginning,
had striven to possess himself of the fortress, by striking down the
warder of the gate, were startled by Mr. Torrey’s great zeal for a new
paper. They compared it with his hatred of the Liberator, so manifest
during the clerical appeal controversy, and took note, from time to
time, of the manner in which he argued this new necessity.
They found that, like the Colonization Society, the necessity had two
faces; one for the real and the other for the pretended abolitionist.
They saw that this “necessity” was founded on prejudice against the
Liberator, as the Colonization Society rests upon prejudice against
the free man of color.

“Oh, surer than suspicion’s hundred eyes,

Is that fine sense, which, to the pure in heart,
By mere oppugnancy of their own goodness,
Reveals the approach of evil.”

They decided to strengthen the Liberator for the coming emergency,

and raised $500 for its support.
This appropriation operated like an Ithuriel spear upon the craft of
the confederated opposers. It had been their policy to represent their
proposed periodical as likely to aid the circulation of the Liberator.
Now, Mr. Torrey pronounced this appropriation a highly improper
one. He put his condemnation of the measure into the shape of a
general principle. “An Anti-Slavery Society, aiding the circulation of
the Boston Recorder, the Liberator, or any other such irrelevant
periodical! it would meet strong opposition at Lynn.” He mistook,
from inability to appreciate, the abolitionists of that neighborhood.
That indefinable sensation began to stir through the anti-slavery
ranks which betokens a conflict. The “oppugnancy” rose in every true
heart near the scene of action; but so craftily had the enemy
wrought, that the danger was, lest he should accomplish his ends
before he could be unmasked to the general gaze. Men who saw not
the causes, observed the whirl and eddy of the current of events.
The feeling was like that described by Max. Piccolomini, before the
revolt of Friedland.
 ——“Something,
I can’t but know, is going forward round me.
I see it gathering—crowding—driving on,
In wild uncustomary movements. Well—
In due time, it will doubtless reach even me.”

There was a breathless and impatient looking for.

Indications of the exact course that the miners and sappers were
pursuing, now came to light. Mr. St. Clair, still an agent of the
Massachusetts Board, left in their office a rough draught of
resolutions to effect a fatal change in the basis of the Massachusetts
Society, making it exclusive and sectarian, by a rejection of all as
consistent members, who did not sustain the government of the
country at the polls. The establishment of a new paper was also
enjoined, in terms the necessary effect of which was destructive of
the Liberator. These resolutions were endorsed by Mr. Torrey, thus:

“Good. I think, now, such resolutions should have been

presented at the Essex County Meeting at Amesbury Mills.
Charles T. Torrey.”

The plan was, to carry the State by counties and by towns, and then
to crowd up to the grand annual meeting in irresistible strength, to
give the finishing blow.
The next meeting of consequence was that of the Worcester County
Society, (north division,) at Fitchburg. There, Mr. St. Clair introduced
the new ideas, by means of the projected resolutions. At the close of
the meeting, after most of the friends had retired, and against the
wishes of some who remained, he persisted in presenting them.
They were adopted, after speeches from himself and the Rev. Mr.
Colver, by the raising of five or six hands; probably without a
perception of their design and tendency on the part of that few.

FITCHBURG RESOLUTIONS.
Whereas, slavery is the creature of legislation, upheld and
supported by law, and is to be abolished by law, and by law
only; and
Whereas, in order to secure its legal overthrow, the legislative
bodies having power over the same must be composed of good
men and true, who will go for its immediate abolition; and
Whereas, it is impossible to obtain such a legislative body,
unless abolitionists carry their principles to the ballot-box, and
vote only for men of this character; and
Whereas, it is impossible to urge this duty on the consideration
of abolitionists without an able paper, which will take this ground
and maintain it consistently, firmly and constantly: Therefore,
Resolved, 1st, That, in the opinion of this Society, every
abolitionist is in duty bound, not to content himself with merely
refusing to vote for any man who is opposed to the
emancipation of the slave, BUT TO GO TO THE POLLS, AND THROW HIS
VOTE FOR SOME MAN KNOWN TO FAVOR IT.

2d. That it is his imperious duty to make inalienable human

rights the first and paramount principles in political action; and,
when any two candidates for Congress or the State Legislature
are put in nomination, one for and the other against the
immediate abolition of slavery, he is in duty bound to vote for the
abolitionist, independent of all other political considerations;—or,
if neither candidate be of this description, then he is equally
bound to go to the polls, and vote for some true man in
opposition to them both, and to do all he can, lawfully, to defeat
their election.
3d. That a weekly and ably-conducted anti-slavery paper, which
shall take right, high, and consistent ground on this subject, and
constantly urge abolitionists, as in duty bound, to use their
political, as well as their moral and religious power and rights for
the immediate overthrow of slavery, is now greatly needed in
Massachusetts, as has been but too plainly proved at the
 expense of the cause, by difficulties which have been
experienced in the Fourth Congressional District, in reaching the
anti-slavery electors on the subject of their political duties.
4th. That we therefore earnestly recommend to the Board of
Managers of the Massachusetts Anti-Slavery Society, or to the
Society itself at its next annual meeting, to establish a paper of
this description—of about the size and price of the Herald of
Freedom—to be issued every week to subscribers—to be
exclusively confined to slavery and abolition—to urge constantly,
political as well as moral and religious action—to be edited by
some able, efficient man, who can conscientiously and heartily
advocate all these points—and to be under the entire control of
the Executive Committee of the State Society.
5th. That we desire every County and Town Society, which may
hold a meeting previous to the annual meeting of the State
Society, to take up and pass an opinion on this subject.

These resolutions were lithographed and sent to the officers of

Societies, by Mr. Phelps, Mr. St. Clair, and Mr. Torrey, accompanied
by earnest injunctions to county meetings to send up great
delegations to the annual meeting, instructed to carry them through,
with assurances to such as they could not fully trust, that “they were
opposed to nothing but dough-face-ism.”
In the same number of the Liberator in which the resolutions
appeared, an unanticipated obstacle to their design was also
announced. The President of the Massachusetts Society, though
neither peace man nor perfectionist, but one who, individually,
considered it his duty to use his elective franchise, took charge of the
financial concerns of the Liberator, in conjunction with two of his
colleagues of the Board; and in their individual capacity they gave
notice to the public of their reasons for so doing. That paper was, in
their view identified with the anti-slavery cause in a manner that
could be affirmed of no other print, not only from the circumstance of
its having been the first, but more strongly, because of the
faithfulness, constancy, and disregard of peril and persecution; the
excellence of character editorial talent, and intuitive sagacity, of its
conductor. And because they thought those qualities never more
needed than at that moment, they called upon all who loved the
cause to stand by the Liberator. It was signed by Francis Jackson,
William Bassett, and Edmund Quincy.
Here was an unexpected blow:—A contradiction of calumnies, a
financial security, a politician’s attestation to the value of the
Liberator, combined in one view, before the eyes of the anti-slavery
community. It was done, too, without any claim on the part of the
doers, that the Liberator should sink from being the organ of all in the
cause who chose to use it, into the mere instrument of a few. This
was prophetic of stout resistance to the narrow, exclusive, and
enslaving spirit which had so long wrought in secret, to undermine
the broad foundations of the anti-slavery cause.
The shrewd proverb of the lookers-on during revolutions, says that

“Treason never prospers: what’s the reason?

When it prospers, men don’t call it treason.”

Happily for the slave, at this critical instant, there were not wanting
men to call out “Treason!” against this whole procedure, irrespective
of its probable success, in that soul-cleaving and victorious voice
which carries with it instant conviction.
It is interesting to observe the course of men in peculiar and trying
times, and to notice the strong contrasts of character and conduct
that such times present.
Mr. Phelps, Mr. Stanton, Mr. Torrey, and Mr. St. Clair were hurrying
from meeting to meeting with the Fitchburg resolutions, or driving the
quill over quires of paper, urging the instant convocation of the
societies for the introduction of the new paper, saying that it was not
intended to be in opposition to the old, but only introduced because
nine out of ten of the abolitionists in the State would not take the
Liberator,—that it would probably be adopted with great unanimity as
the organ of the State Society, at the Annual Meeting—and dwelling
strongly on the importance of sending up large delegations,
instructed to vote in its favor.
Mr. Garrison stood calmly watching the aspect of the times, and
when the signs were full, he raised the note of warning—

“WATCHMAN, WHAT OF THE NIGHT?”

The annual meeting of the State Anti-Slavery Society will be
held in this city on the 23d inst. There are many indications
which lead us to regard it as pregnant with momentous
consequences to the abolition cause in this section of the
country. Perhaps at no period has there been so much cause for
just alarm as at the present. Strong foes are without, insidious
plotters are within the camp. A conflict is at hand,—if the signs
of the times do not deceive us,—which is to be more hotly
contested, and which will require more firmness of nerve and
greater singleness of purpose, (combined with sleepless
vigilance and unswerving integrity,) than any through which we
have passed to victory. Once more, therefore, we would speak
trumpet-tongued—sound an alarm-bell—light up a beacon-fire—
give out a new watch-word—so that there may be a general
rallying of our early, intrepid, storm-proof, scarred and veteran
coadjutors, at the coming anniversary,—all panoplied as of yore,
and prepared to give battle to internal contrivers of mischief, as
readily as to external and avowed enemies.
The danger which now threatens all that is pure and vital in our
cause, is two-fold and complex. From the commencement of our
sacred struggle, we have been resisted by every religious sect,
and made by turns the foot-ball of every political party. As
among all sects and all parties, there are some who will never
bow the knee to Baal, but are resolved to follow Right and
Truth through flood and fire, come what may—these, by the
irresistible affinity of principle, have come into our ranks,
repudiating every sectarian distinction, every party badge, and
refusing to march under any other banner than that of
 Humanity. Bravely have they contended, cheerfully have they
suffered, in the cause of their enslaved countrymen; and nobly
have they withstood a thousand wily artifices to seduce them
from their post. And they will persevere unto the end.

“Tempt them with bribes, ’twill be in vain;

Try them with fire, you’ll find them true.”

But all external opposition, in whatever form it may appear, is

harmless, compared to internal sedition.—And with pain we avow it,
there is a deep scheme laid by individuals, at present somewhat
conspicuous, as zealous and active abolitionists, to put the control of
the anti-slavery movements in this Commonwealth into other hands.
This scheme, of course, is of clerical origin, and the prominent
ringleaders fill the clerical office. One of the most restless was a
participant in the famous “Clerical Appeal” conspiracy,—though not
one of the immortal FIVE. The design is, by previous management
and drilling, to effect such a change in the present faithful and liberal-
minded Board of Managers of the State Society, at the annual
meeting, as will throw the balance of power into the hands of a far
different body of men, for the accomplishment of ulterior measures
which are now in embryo.—The next object is, to effect the
establishment of a new weekly anti-slavery journal, to be the organ
of the State Society, for the purpose, if not avowedly, yet designedly
to subvert the Liberator, and thus relieve the abolition cause in this
State of the odium of counteracting such a paper. Then——make
way for the clergy! For, by “hanging Garrison,” and repudiating the
Liberator, they will surely condescend to take the reins of anti-slavery
management into their own hands!
The plot, thus far, has been warily managed,—so as, if possible, to
“deceive the very elect.” Many, we know, are already ensnared, and
some, at least, who neither intend nor suspect mischief. The guise in
which it is presented, is one of deep solicitude for the success of our
cause. No attempt is made to lower down the standard—O no!—but
simply to change the men to whom has been so long entrusted the
management of the enterprize, and put in their place younger men,
better men, who will accomplish wonders, and perform their duties
more faithfully—that’s all! While, privately, by conversation, letters,
circulars, &c. &c. every effort is making to disparage the Liberator,
(the paper is too tame for these rampant plotters!) and to calumniate
its editor, no hostility to either is to be openly avowed! Far from it; for
honesty in this case might not, peradventure, prove to be the best
policy.—The shape in which this new project is to be urged, is
developed in the resolutions which were adopted at the recent
meeting of the Worcester County North Division A. S. Society, at
Fitchburgh. Those resolutions were concocted in Essex County, by
the joint labors of two clergymen, and passed as above stated,—only
four or five hands, we learn, being raised in their favor. The plan is, it
seems, to get as many anti-slavery societies committed in favor of
these resolutions, before the annual meeting, as possible. The
political necessity which is urged for another paper is ridiculous; and
we know it is nothing but a hollow pretence.
The trusty friends of our good cause, and all who desire to baffle the
machinations of a clerical combination, will need no other notice than
this, to induce them to rally at the annual meeting, and watch with
jealousy and meet with firmness every attempt, however plausibly
made, to effect any material change in the management of the
concerns of the State Society. The spirit that would discard such
men as Francis Jackson, Ellis Gray Loring, Samuel E. Sewall,
Edmund Quincy, and Wendell Phillips, is treacherous to humanity.
As a specimen of the billing and cooing which is going on between
gentlemen of the sacerdotal robe, in order to bring about a radical
alteration in anti-slavery control, read the following extract from a
recent letter of the Rev. Dr. Osgood, of Springfield, to Prof. Emerson,
of the Theological Seminary at Andover:

“I do not say these things to palliate the conduct of these writers

in the anti-slavery papers who have poured such torrents of
abuse upon the non-conformists among the clergy. I have ever
spoken freely about many of these communications, both to
friends and opposers. I think there has been a bad spirit
 manifested on the side of the abolitionists toward the opposing
clergy; or, if you please, those who stand aloof and do nothing. I
do most sincerely hope that my brethren who like you (!) hate
slavery, but still remain neuter, (!) will calmly review the whole
ground, and sacrifice all minor considerations, and work with us
in this cause. I see no insuperable objections. I desire this the
more ardently, because the character of the ministry suffers, in
the estimation of many good men, by the course they pursue,
while the enemies of all righteousness take occasion to thrust a
sword into the vitals of religion itself, through the clergy. Mr.
Garrison, sir, is not the principal offender in this matter; [very
gentle!]—he is made answerable, as a public editor, for the
conduct of others. But ☞ our brethren [such men as Moses
Stuart and Ralph Emerson!] can easily take the sword out of the
hand of these VIOLENT AND PREJUDICED MEN. ☜ ☞ And I
trust they will soon do it EFFECTUALLY, by some course of ACTION.
The cause would be greatly promoted by their co-operation”!! ☜

Wendell Phillips, the same who took the brunt of the battle at Faneuil
Hall, upon the day when men met there to wash their hands of
Lovejoy’s murder, was among the foremost to detect the subtler form
of danger. His letter to the financial committee of the Liberator, which
appeared in the next column to the call of the watchman, stripped
the opposition of their disguises, with a firm and dexterous hand. It
exhibits, in a condensed form, the mind of one who had knowledge
of the cause throughout the State, as a lecturer and a manager of
the Society, and throughout the land, as an acute and philosophical
observer. In politics, a voter,—in theology, a Calvinist,—in church
government, a congregationalist,—looking on these things from the
same point of view with those who were laboring for the destruction
of Freedom, toleration and fraternal confidence in the cause, he
came to diametrically opposite conclusions.—

“The heart’s aye the part aye,

That makes us right or wrong.”
 LETTER OF WENDELL PHILLIPS.
Messrs. Jackson, Quincy, and Bassett:
Dear Sirs—I wish to express to you the satisfaction which the
new arrangements for the Liberator have given me. They will
gain for it a wider circulation and more permanent usefulness. I
feel not merely for the paper itself—though it would give me
pain, I confess, to see the first banner which was unfurled in our
cause, which has braved for so many years the battle and the
breeze, having lived down its enemies, sink at last from the
coldness of its friends. But, apart from this, I regard the success
of the Liberator as identical with that of the abolition cause itself.
Though so bitterly opposed, it does more to disseminate,
develope and confirm our principles, than any other publication
whatever. The spirit which produced, still animates it, and with
magnetic influence draws from all parts of society every thing
like around it. Other measures may suit different circumstances,
and other parts of the country; but here, and now, the spirit of
the Liberator is the touchstone of true hearts. Almost all the
opposition it has met with, various as it seems, springs from one
cause. At starting, some who agreed with its principles
denounced it as “foul-mouthed and abusive;” next, the
occasional expression of some individual opinions of its editor,
gained it the name of “irreligious and Jacobin;”—and now some
point to its peace views as infidel in their tendency, and a
stumbling-block in our way. Under all these disguises have men
concealed their motives, sometimes even from themselves.
The real cause of this opposition, in my opinion, is the
fundamental principle upon which the Liberator has been
conducted:—that rights are more valuable than forms; that truth
is a better guide than prescription; that no matter how much
truth a sect embodies, no matter how useful a profession may
be, no matter how much benefit any form of government may
confer—still they are all but dust in the balance when weighed
against the protection of human rights, the discussion and
publication of great truths; that all forms of human device are