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MANAGEMENT
Leading & Collaborating in a Competitive World
14e

Wang An Qi/Shutterstock

Thomas S. Bateman
McIntire School of Commerce
University of Virginia

Robert Konopaske
McCoy College of Business
Texas State University

bat61522_fm_i-xxviii.indd i 12/06/19 03:56 PM


First, the person at the top may or may not provide effec-
tive leadership—in fact, truly good leadership is far too rare.
Second, organizations need leaders at all levels, in every
team and work unit. This includes you, beginning early in
your career, and this is why leadership is a vital theme in
this book. Third, leaders should be capable of being deci-
sive and giving commands, but relying too much on this tra-
ditional approach isn’t enough. Great leadership is far more
inspirational than that, and helps people to both think dif-
ferently and to work differently—including working collab-
oratively toward outstanding results.
True leadership—from your boss as well as from you—
inspires collaboration, which in turn generates results that
are good for you, your employer, and your customers.
As Always, Currency and
Variety in the 14th Edition
It goes without saying that this textbook, in its 14th edition,
remains on the cutting edge of topical coverage, updated
throughout with both current business examples and recent
management research. We continue to emphasize real results,
diversity and inclusiveness, and sustainability—themes on
which we were early and remain current leaders.
While still organizing the chapters around the clas-
sic management functions, we modernize those functions
with a far more dynamic orientation. Looking constantly at
change and the future, we describe the management func-
tions as Delivering Strategic Value (for Planning), Building
a Dynamic Organization (for Organizing), Mobilizing
People (for Leading), and last but hardly least, Learning
and Changing (for Controlling).
Special Features
We believe that the 14th edition provides our strongest-ever
boxed features, representing three recurring themes. In addi-
tion to a concluding case, every chapter has a three-part
unfolding story, plus stand-alone inserts offering contempo-
rary management takes on social entrepreneurship, inclusive-
ness practices, and the digital world.
1. Management in Action, a hallmark feature, presents
unfolding current three-part stories about today’s business
leaders and companies. The first part, “Manager’s Brief,”
encourages students at the start of each chapter to begin
thinking about one or more chapter themes in the context
of the current business scene. For example, Chapter 1 intro-
duces Facebook’s Mark Zuckerberg and some of the chal-
lenges he and his company face. The second Management
in Action element, “Progress Report,” appears about half-
way through each chapter and adds more chapter themes
to the narrative. At each stage, we offer questions for class
discussion, group work, or simply reflection. Closing out
each unfolding story is “Onward,” at the end of each chap-
ter. This element also includes questions for further consid-
eration and perhaps additional research.
viii Preface
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2. Social Entrepreneurship boxes offer examples illustrat-
ing chapter themes from outside the private sector. Many
students are deeply interested in social entrepreneurs and
enterprises, inherently and for future employment pos-
sibilities. Examples include: Ashoka’s Bill Drayton, “The
Pioneer of Social Entrepreneurship” (Chapter 1); “Is Social
Enterprise Becoming Big Business?” (Chapter 10); and
“Providing Clean Water via ‘Water ATMs’” (Chapter 17).
3. Inclusiveness Works are new boxes that discuss chap-
ter themes from diverse and inclusive perspectives, based
on data not stereotypes, with a goal of strengthening what
too often are difficult workplace relationships. Examples
include: “Women in Leadership Roles: A Strategy for
Success” (Chapter 2); and “Reaping the Benefits through
Empathy and Consideration” (Chapter 3).
4. The Digital World feature offers custom examples
of how companies and other users employ digital/social
media in ways that supplement and complement ideas in
each chapter. Students of course will relate to the social
media, but also learn of interesting examples and practices
that most did not know before. Instructors will learn a lot
as well!
That’s the big picture. We believe the management sto-
ries in the boxed features light up the discussion and con-
nect the major themes of the new edition with the many
real worlds students will enter soon.
Up next is just a sampling of specific changes, updates,
and new highlights in the 14th edition—enough to convey
the wide variety of people, organizations, issues, and man-
agement challenges represented throughout the text.
Chapter 1
• New Inclusiveness Works feature about generational dif-
ferences in the workplace.
• Updated Management in Action about Mark Zuckerberg
of Facebook.
• New Digital World: “Chatbots: Good for Business?”
• Revised Social Entrepreneurship discussing Bill Drayton
of Ashoka.
• New example of Uber’s new CEO trying to make the
company profitable again.
• Updated list of top five firms in Fortune’s 2018 Global
500 list.
• New example of PepsiCo offering KeVita probiotic non-
soda and Bubly Sparkling Water.
• New example of Rocket Mortgage propelling Quicken
Loans to the top of the mortgage provider market.
• New example in which Patagonia’s Work Wear pro-
gram makes over 50,000 repairs to customers’ used
clothing.
• New example of using Gallup’s CliftonStrengths assess-
ment to identify core strengths.
12/06/19 03:56 PM

Chapter 2
• New Inclusiveness Works feature: “Women in Leadership
Roles: A Strategy for Success.”
• Updated Management in Action on Amazon thriving in
any environment.
• Updated Social Entrepreneurship feature about combat-
ing climate change.
• New example of the U.S. congressional bill that could
replace the Patient Protection and Affordable Care Act.
• New example in which zSpace’s VR laptop allows users
to see objects as if they were part of the real world.
• New example about Microsoft offering 12 weeks of full
pay for employees who are new mothers and fathers.
• New example of Coca-Cola pledging to reduce the
amount of sugar in its drinks by 2025.
• New example about the Eagle Flight game being a com-
plement of the HTC Vive virtual reality headset.
• New example about Warby Parker, the fashion eyeglasses
retailer, where employees learn the culture by keeping in
mind four ground rules (which the company character-
izes as “Nothing crazy”).
Chapter 3
• New Inclusiveness Works feature about the benefits of a
diverse workplace.
• Updated Management in Action about Uber trying to
overcome its poor decisions.
• New Digital World about using predictive analytics to
make better decisions.
• Revised Concluding Case: “Soaring Eagle Skate
Company.”
• New example exploring the uncertainty over Britain’s
departure from the European Union (“Brexit”).
• New example of Netflix using data analytics to retain
customers and inform the creation of original series.
• New examples of data breaches at companies, including
Marriott Starwood Hotels, MyFitnessPal, Cambridge
Analytica, and Facebook.
Chapter 4
• New Inclusiveness Works feature about incorporating
diversity and inclusion into a company’s brand.
• Revised Management in Action: “How Disney Scripts
Its Own Success.”
• Updated Social Entrepreneurship feature discussing
Novo Nordisk’s triple bottom line.
• New Digital World: “Managing Technology’s Impact.”
• New example of General Motors purchasing a $500 bil-
lion stake in Lyft.
bat61522_fm_i-xxviii.indd ix
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• New example of Chipotle’s zero-tolerance policy for
food safety violations.
• New example of Salesforce’s 1-1-1 philanthropic model
of doing business.
• New example of AT&T’s acquisition of AlienVault to
help businesses respond to cybersecurity attacks.
Chapter 5
• New Inclusiveness Works feature discussing equitable
pay for all employees.
• Revised Management in Action feature about Ginni
Rometty’s attempts to transform IBM and the world.
• New Digital World: “How Digital Monitoring Helps
Ensure Ethics.”
• Updated Concluding Case: “Oré Earth Skin Care Tries
to Stay Natural.”
• New example of Apple slowing down older iPhones to
encourage upgrades.
• New example of Facebook employees writing 5-star
reviews for the Portal video-chat device on Amazon.
• New example of Starbucks setting a goal of hire 10,000
refugees across 75 countries by 2023.
• New example of a fully sustainable model applying a cir-
cular borrow-use-return approach.
Chapter 6
• New Inclusiveness Works: “Bridging Cultural Divides:
Beyond Words.”
• Revised Management in Action: “How Alibaba Is
Becoming a Global Brand.”
• Updated Social Entrepreneurship box about student
entrepreneurs competing for the $1 million Hult Prize.
• Revised Digital World: “Global Email Etiquette.”
• Updated Social Entrepreneurship: “Empowering Latina
Entrepreneurs.”
• New example of Netflix expanding into 190 countries in
just seven years.
• New example predicting that approximately 800 million
jobs worldwide will be lost to automation over the next
decade.
• New example describing China’s growing economic and
political influence.
• New example discussing NAFTA’s replacement, the
U.S.-Mexico-Canada Agreement (USMCA).
Chapter 7
• New Inclusiveness Works feature about start-ups and
diversity.
• Revised Management in Action about Starbucks’s entre-
preneurial beginnings.
Preface ix
12/06/19 03:56 PM

• Updated Concluding Case: “Rolling Out Soft Scroll.”
• New example indicating that e-commerce sales of physi-
cal goods in the United States surpassed $500 billion.
• New example of companies engaged in B2B commerce,
including Amazon, Alibaba, Otto, Flipkart, and SAP.
• New example of how most start-ups begin with $5,000 of
less in capitalization.
• New example of peer-to-peer (P2P) loaning platforms
like Credit or Prosper.
Chapter 8
• New Inclusiveness Works feature about hearing all
voices in organizations.
• Revised Management in Action feature about Mary
Barra’s leadership of GM.
• Updated Concluding Case about moving to a cloud sys-
tem to create efficiencies.
• Updated Digital World: “Will Online Networks Replace
Traditional Hierarchies?”
• New example of PlumSlice Labs creating an advisory
board with executives from Walmart, GlaxoSmithKline,
Workforce Software, SAP, and Retail Consulting.
• New example of Johnson & Johnson’s decentralized
approach to managing its 260 operating companies in
60 countries.
• New example of companies like GoPro, Snap Inc., and
H&M integrating their marketing and communications
functions.
• New example of TTEC integrating more humanity into
digital interactions with customers.
Chapter 9
• New Inclusiveness Works feature about engaging early
career employees.
• Updated Management in Action: “Making Walmart
Agile.”
• New Digital World feature about engaging customers
through social listening.
• Updated Social Entrepreneurship discussing how to
scale social enterprises.
• New example of Coca-Cola, Dr Pepper Snapple Group,
and PepsiCo coming together to cut 20 percent of the
sugar-based calories in their soft drinks by 2025.
• New example of Walmart’s CEO trying to reduce
bureaucracy and revitalize company growth by encour-
aging employee initiative.
• New example of Banana Republic using predictive data
to open a pop-up discount ad as an online shopper is
about to close the window.
• New example of recent winners of the Malcolm
Baldridge National Quality Award.
x Preface
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Chapter 10
• New Inclusiveness Works about providing feedback
across cultures.
• Updated Management in Action: “How Google Lands
Top Talent.”
• Revised Concluding Case about HR planning at
Invincibility Systems.
• New Social Entrepreneurship box discussing whether
social enterprise is becoming big business.
• New Digital World feature: “Can Your Social Media
Profile Keep You from Landing a Great Job?”
• New example of companies preferring internal to exter-
nal recruitment including Gap Inc., Palo Alto Networks,
and Blizzard Entertainment.
• New example of companies being fined for violating U.S.
equal employment laws like UPS paying $4.9 million to
settle a religious discrimination lawsuit.
• New example of why companies use 360-degree perfor-
mance appraisals.
Chapter 11
• New Inclusiveness Works: “Avoiding Age Discrimination.”
• Updated Management in Action exploring how
Accenture innovates through inclusion.
• New Digital World: “Using AI to Hire a More Diverse
Workforce.”
• New example of companies that have strong commit-
ment to inclusion, including Kaiser Permanente, AT&T,
and New York Life.
• New example of diversity initiatives in companies like
Northrup Grumman employing veterans and Comcast
NBCUniversal using diverse suppliers.
• New example of National Industries for the Blind with
6,000 employees with visual impairments.
• New example of Deloitte and Honeywell monitoring
career progress of women, minorities, and employees
with disabilities.
Chapter 12
• New Inclusiveness Works: “Including the LGBTQ
Community.”
• Updated Management in Action about Merck’s CEO,
Kenneth Frazier, focusing on long-term results.
• New Digital World: “How AI Is Affecting Leadership.”
• Revised Social Entrepreneurship feature about manufac-
turing disaster-resilient homes.
• New example of a vision in which Richard Branson,
CEO of Virgin Group, foresees the entire world powered
by renewable energy by 2050.
12/06/19 03:56 PM

• New example discussing how advances in automated deci-
sion making could dramatically change managers’ roles.
• New example of transformational leaders, including
Mary Barra (CEO of General Motors), Reed Hastings
(CEO of Netflix), Mark Bertolini (CEO of Aetna), and
Shantanu Narayen (CEO of Adobe).
Chapter 13
• New Inclusiveness Works: “Improving D&I Initiatives
with Intrinsic Motivation.”
• Updated Management in Action about SAS being a
great place to work.
• New Digital World about using technology to motivate
employees.
• New example of Notejoy, an organizational collabora-
tion platform, helping its employees set specific and
measurable goals.
• New example of how Ryan LLC, a tax firm, rewards its
employees with four-week paid sabbaticals and subsidies
for health club memberships.
• New example of Blue Cross and Blue Shield of North
Carolina hiring college graduates for its two-year Rotational
Development Program.
• New example of how psychological contracts are changing.
Chapter 14
• New Inclusiveness Works: “Empathy in Teams Helps
Cohesion and Inclusiveness.”
• Revised Management in Action feature discussing team-
work at Whole Foods Market.
• New Concluding Case: “Un-Teamwork at Quadra.”
• Updated Social Entrepreneurship box about social entre-
preneurs using co-working spaces.
• New example of Nestlé’s InGenius program encourag-
ing employees and external partners to collaborate to
develop new business ideas.
• New example of virtual teams functioning effectively.
• New example in which Spotify creates “squads” of agile,
self-organized teams to create new products.
• New example of ways to resolve conflict among B2B
commerce partners.
Chapter 15
• New Inclusiveness Works in which organizations use
storytelling to become more inclusive.
• Updated Management in Action: “Communicating,
SoundCloud Style.”
• New Digital World: “Gmail Predicts What You Want to
Say.”
• Revised Concluding Case regarding communicating at
Best Trust Bank.
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• New example of companies like Adobe, Gap, and IBM
shifting to frequent, informal employee performance
check-ins.
• New example of the CEO of T-Mobile posting about
company products to more than 5 million followers on
his Twitter account.
• New example of companies like Unisys, Sprint, and
Hewlett-Packard training employees to use social media
productively.
• New example of Vynamic implementing a policy pre-
venting work-related communication among employees
after hours during the week and all weekend long.
Chapter 16
• New Inclusiveness Works: “Making a Measurable
Impact with D&I Initiatives.”
• New Management in Action: “Tracking Employees to
Control Health Care Costs.”
• Revised Social Entrepreneurship discussing better ways
to measure social impact.
• New Digital World feature about technology enabling
timely performance reviews.
• New example of Teco Energy assigning project teams to
prevent problems.
• New example discussing how data-driven visual dash-
boards allow managers to monitor organizational perfor-
mance indicators in real time.
• New example of Chipotle rolling out Zenput, a mobile
food safety protocol platform, to prevent future food
safety issues.
Chapter 17
• New Inclusiveness Works discussing how technology
can help remove unconscious bias.
• Revised Management in Action about Elon Musk’s ups
and downs as he pursues technology’s possibilities and
challenges.
• New Concluding Case: “Innovating at Worldwide Games.”
• Updated Digital World about BYOD and BYOA work
policies.
• New example of product innovations like foldable
phones, rollup TVs, and more nature fluid interactions
with voice-activated digital assistants.
• New example discussing how innovative food producers
like Impossible Foods and Beyond Meat are introducing
new “meatless meats” to the market.
• New example describing blockchain’s potential game-
changing impact on the integrity of everything from
online transactions to e-voting.
• New example of Neiman Marcus installing interactive
touch screens in its fitting rooms, allowing customers to
adjust lighting and request clothing sizes and colors.
Preface xi
12/06/19 03:56 PM

Chapter 18
• New Inclusiveness Works: “Changing for Religious
Inclusion.”
• Revised Management in Action discussing how Shell
Oil and other fossil-fuel companies are beginning to
embrace renewable energies.
• New Social Entrepreneurship: “Leveraging AI to Build a
Better Future.”
• New Digital World: “Tech-Savvy Gen Z Enters the
Workforce.”
• New example discussing Kodak’s decision not to pivot
away from its lucrative film development business into
the disruptive digital camera space.
• New example about using unfreezing to identify perfor-
mance gaps at different organizational levels.
• New example of Bill Gates’s list of technologies that
will change the world for the better, including affordable
ways to capture carbon dioxide from greenhouse-gas
emissions and energy-efficient toilets functioning with-
out a sewer system.
A Team Effort
This book is the product of a fantastic McGraw-Hill team.
Moreover, we wrote this book believing that we are part of a
team with the course instructor and with students. The entire
team is responsible for the learning process.
For students our goal, like that of other instructors, is
to create a positive learning environment. But in the end,
the raw material of this course is just words. It is up to you
to use them as a basis for further reflection, deep learning,
and constructive action.
What you do with the things you learn from this course,
and with the opportunities the future holds, counts. As a man-
ager, you can make a dramatic difference for yourself and for
other people. What managers do matters tremendously.
Acknowledgments
This book could not have been written and published with-
out the valuable contributions of many individuals.
Our reviewers over the last 13 editions contributed time,
expertise, and terrific ideas that significantly enhanced the
quality of the text. The reviewers for the 14th edition are:
Laura Alderson, University of Memphis
Martha Andrews, University of North Carolina–Wilmington
Andrew Bennett, Old Dominion University
Alyncia Bowen, Franklin University
Guy B. Bradbury, University of Mount Olive
Summer Zwanziger Elsinger, Upper Iowa University
James P. Froh, Capella University
Jeffrey Gauthier, State University of New York–Plattsburgh
xii Preface
bat61522_fm_i-xxviii.indd xii
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Anne Kelly Hoel, University of Wisconsin–Stout
Eileen Kearney, Montgomery County Community College
Dan Morrell, Middle Tennessee State University
Sherilyn Reynolds, San Jacinto College
Robert Waris, University of Missouri–Kansas City
Tiffany Woodward, East Carolina University
Many individuals contributed directly to our develop-
ment as textbook authors. Dennis Organ provided one of the
authors with an initial opportunity and guidance in textbook
writing. Jack Ivancevich did the same for Rob Konopaske.
John Weimeister has been a friend and adviser from the very
beginning. Thanks also to Christine Scheid for so much good
work on previous editions and for continued friendship.
Enthusiastic gratitude to the entire McGraw-Hill
Education team, starting with director Mike Ablassmeir,
who—and this is more than an aside—spontaneously and
impressively knew Rolling Stone’s top three drummers
of all time. Mike has long provided deep expertise and
an informed perspective, not to mention friendship and
managerial cool in everything we do. Not technically an
author, Mike is most certainly an educator for us and for
the instructors and students who learn from the products
he leads.
Special thanks to teammates without whom the book
would not exist, let alone be such a prideworthy product:
Our sincere appreciation to Kelsey Darin for her expert
guidance and energetic help (not to mention enthusiasm
for older musicians and bands we could relate to), as well as
to Christine Vaughan for her being a tech-savvy, authoring
platform guru.
Debbie Clare: so creative, energetic, always thinking of
unique ideas, and encouraging us to engage in new ways of
sharing how much the 14th edition means to us.
Claire Hunter: positive, patient, easily amused (thank-
fully), amazingly effective at keeping us on track and focused.
Thomas and Shannon Finn: thoughtful, creative, timely,
and remarkably good at meeting deadlines.
Thanks to you all for getting some of our jokes, for being
polite about the others, and for being fun as well as talented
and dedicated throughout the project.
Finally, we thank our families. Our parents, Jeanine
and Tom Bateman, and Rose and Art Konopaske, pro-
vided us with the foundation on which we have built our
careers. They continue to be a source of great support. Our
wives, Mary Jo and Vania, were encouraging, insightful,
and understanding throughout the process. Our children,
Lauren, T.J., and James Bateman; and Nick and Isabella
Konopaske, provided an unending source of inspiration for
our work and our nonwork. Thank you.
Thomas S. Bateman
Chicago, IL
Robert Konopaske
San Marcos, TX
12/06/19 03:56 PM
 Final PDF to printer

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world class at a goal such as

quality or sustainability?

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In CASE You Haven’t Noticed . . .

Bateman and Konopaske have put together an outstanding selection of case studies of various lengths that highlight
companies’ ups and downs, stimulate learning and understanding, and challenge students to respond.
Instructors will find a wealth of relevant and updated cases in every chapter, using companies—big and small—that students
will enjoy learning about.

CHAPTER-UNFOLDING CASES
Each chapter begins with a “Management in Action: Manager’s Brief” section that describes an actual organizational
situation, leader, or company. The “Manager’s Brief” is referred to again within the chapter in the “Progress Report”
section, showing the student how the chapter material relates back to the company, situation, or leader highlighted in the
chapter opener. At the end of the chapter, the “Onward” section ties up loose ends and brings the material full circle for
the student. Answers to Management in Action section questions can be found in the Instructor’s Manual.

SOCIAL ENTREPRENEURSHIP
Social Entrepreneurship boxes have been updated in each chapter to familiarize students with this fast-growing sector.
Answers to Social Entrepreneurship questions are included in the Instructor’s Manual.

INCLUSIVENESS WORKS
In each chapter, an Inclusiveness Works box has been added to highlight some of the diversity and inclusion challenges
faced by managers and employees today.

THE DIGITAL WORLD

The Digital World feature offers unique examples of how companies and other users employ digital/social media in ways
that capitalize on various ideas in each chapter.

CONCLUDING CASES
Each chapter ends with a case based on disguised but real companies and people that reinforces key chapter elements and
themes.

SUPPLEMENTARY CASES
At the end of each part, an additional case is provided for professors who want students to delve further into part topics.

Outstanding Pedagogy
Management: Leading & Collaborating in a Competitive World is pedagogically stimulating and is intended to maximize
student learning. With this in mind, we used a wide array of pedagogical features—some tried and true, others new and novel:

END-OF-CHAPTER ELEMENTS
• Key terms are page-referenced to the text and are part of the vocabulary-building emphasis. These terms are defined
again in the glossary at the end of the book.
• Retaining What You Learned provides clear, concise responses to the learning objectives, giving students a quick
reference for reviewing the important concepts in the chapter.
• Discussion Questions, which follow, are thought-provoking questions on concepts covered in the chapter and ask for
opinions on controversial issues.
• Experiential Exercises in each chapter bring key concepts to life so students can experience them firsthand.

xiv

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Assurance of Learning
This 14th edition contains revised learning objectives, and learning objectives are called out within the chapter where the
content begins. The Retaining What You Learned for each chapter ties the learning objectives back together as well. And,
finally, our test bank provides tagging for the learning objective that the question covers, so instructors will be able to test
material covering all learning objectives, thus ensuring that students have mastered the important topics.

Comprehensive Supplements
INSTRUCTOR’S MANUAL
The Instructor’s Manual was revised and updated to include thorough coverage of each chapter as well as time-saving
features such as an outline, key student questions, class prep work assignments, guidance for using the unfolding cases,
video supplements, and, finally, PowerPoint slides.

TEST BANK
The Test Bank includes more than 100 questions per chapter in a variety of formats. It has been revised for accuracy and
expanded to include a greater variety of comprehension and application (scenario-based) questions as well as tagged with
Bloom’s Taxonomy levels and AACSB requirements.

POWERPOINT PRESENTATION SLIDES

The PowerPoint presentation collection contains an easy-to-follow outline including figures downloaded from the
text. In addition to providing lecture notes, the slides also include questions for class discussion as well as company
examples not found in the textbook. This versatility allows you to create a custom presentation suitable for your own
classroom experience.

xv

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FOR INSTRUCTORS

You’re in the driver’s seat.

Want to build your own course? No problem. Prefer to use our turnkey,
prebuilt course? Easy. Want to make changes throughout the semester?
65%
Sure. And you’ll save time with Connect’s auto-grading too. Less Time
Grading

They’ll thank you for it.

Adaptive study resources like SmartBook® 2.0 help
your students be better prepared in less time. You
can transform your class time from dull definitions to
dynamic debates. Find out more about the powerful
personalized learning experience available in
SmartBook 2.0 at www.mheducation.com/highered/
connect/smartbook
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Make it simple, Solutions for your

make it affordable. challenges.
Connect makes it easy with seamless A product isn’t a solution. Real
integration using any of the major solutions are affordable, reliable,
Learning Management Systems— and come with training and
Blackboard®, Canvas, and D2L, among ongoing support when you need it
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mheducation.com
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FOR STUDENTS

Effective, efficient studying.

Connect helps you be more productive with your study time and get better grades using tools like
SmartBook 2.0, which highlights key concepts and creates a personalized study plan. Connect sets you
up for success, so you walk into class with confidence and walk out with better grades.

Study anytime, anywhere. “I really liked this

Download the free ReadAnywhere app and access your app—it made it easy
online eBook or SmartBook 2.0 assignments when it’s to study when you
convenient, even if you’re offline. And since the app don't have your text-
automatically syncs with your eBook and SmartBook 2.0
assignments in Connect, all of your work is available book in front of you.”
every time you open it. Find out more at
www.mheducation.com/readanywhere - Jordan Cunningham,
Eastern Washington University

No surprises.
The Connect Calendar and Reports tools keep you on track with the
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Connect tools help you keep learning through it all.

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Brief Contents

PREFACE VII 10 Human Resources Management 296

11 Managing Diversity and Inclusiveness 332

PART ONE FOUNDATIONS OF

MANAGEMENT 2
1 Managing and Performing 2
2 The External and Internal Environments 42
3 Managerial Decision Making 76
PART TWO PLANNING: DELIVERING
STRATEGIC VALUE 108
4 Planning and Strategic Management 108
5 Ethics, Corporate Responsibility, and
Sustainability 138
6 International Management 168
7 Entrepreneurship 198
PART FOUR LEADING: MOBILIZING
PEOPLE 364
12 Leadership 364
13 Motivating for Performance 398
14 Teamwork 432
15 Communicating 460
PART FIVE CONTROLLING: LEARNING
AND CHANGING 492
16 Managerial Control 492
17 Managing Technology and Innovation 524
18 Creating and Leading Change 554

PART THREE ORGANIZING: BUILDING A Glossary/Subject Index 585

DYNAMIC ORGANIZATION 236 Name Index 611
8 Organization Structure 236
9 Organizational Agility 268

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Contents

PART ONE FOUNDATIONS OF MANAGEMENT

CHAPTER 1 Connect with People 20

Actively Manage Your Relationship with Your
Managing and Performing 2 Organization 21
MANAGEMENT IN ACTION MANAGER’S BRIEF 3 MANAGEMENT IN ACTION ONWARD 22
Managing in a Competitive World 4 Survive and Thrive 22
Globalization 4 Key Terms 23
Technological Change 5 Retaining What You Learned 24
Knowledge Management 6 Discussion Questions 25
THE DIGITAL WORLD 6 Experiential Exercises 25
Collaboration across Boundaries 7 CONCLUDING CASE 27
INCLUSIVENESS WORKS 7 APPENDIX A 32
Managing for Competitive Advantage 8 KEY TERMS 38
Innovation 8 DISCUSSION QUESTIONS 39
Quality 9
Service 9
Speed 10 C HAP TER 2
Cost Competitiveness 11 The External and Internal
Sustainability 11
Delivering All Types of Performance 11 Environments 42
The Functions of Management 12 MANAGEMENT IN ACTION MANAGER’S BRIEF 43
Planning: Delivering Strategic Value 12 The Macroenvironment 45
SOCIAL ENTREPRENEURSHIP 13 The Economy 45
Organizing: Building a Dynamic Organization 13 Technology 46
Leading: Mobilizing People 14 Laws and Regulations 47
Controlling: Learning and Changing 14 Demographics 47

MANAGEMENT IN ACTION PROGRESS REPORT 15 INCLUSIVENESS WORKS 48

Performing All Four Management Functions 15 Social Issues 49
Management Levels and Skills 16 SOCIAL ENTREPRENEURSHIP 49
Top-Level Managers 16 Sustainability and the Natural Environment 50
Middle-Level Managers 16 The Competitive Environment 50
Frontline Managers 16 Competitors 51
Working Leaders with Broad Responsibilities 17 New Entrants 52
Must-Have Management Skills 18 Substitutes and Complements 52
You and Your Career 19 Suppliers 53
Be Both a Specialist and a Generalist 19 Customers 54
Be Self-Reliant 20 Environmental Analysis 55

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MANAGEMENT IN ACTION PROGRESS REPORT 56 Generating Alternative Solutions 81

Environmental Scanning 57 Evaluating Alternatives 82
Scenario Development 57 Making the Choice 84
Forecasting 58 Implementing the Decision 84
Benchmarking 58 Evaluating the Decision 85
Actively Managing the External Environment 58 The Best Decision 86
Changing the Environment You Are In 58
Barriers to Effective Decision Making 86
Influencing Your Environment 59
Psychological Biases 86
Adapting to the Environment: Changing the
Organization 61 Time Pressures 87
Choosing an Approach 62 MANAGEMENT IN ACTION PROGRESS REPORT 88
The Internal Environment of Organizations: Culture and THE DIGITAL WORLD 89
Climate 63 Social Realities 89
Organization Culture 63
Decision Making in Groups 89
THE DIGITAL WORLD 64 Potential Advantages of Using a Group 90
Organizational Climate 65 Potential Problems of Using a Group 90
MANAGEMENT IN ACTION ONWARD 66 Managing Group Decision Making 91
Key Terms 67 Leadership Style 91
Retaining What You Learned 67
INCLUSIVENESS WORKS 92
Discussion Questions 68 Constructive Conflict 93
Experiential Exercises 69 Encouraging Creativity 93
CONCLUDING CASE 71 Brainstorming 94
Organizational Decision Making 95
C H AP T E R 3 Constraints on Decision Makers 95

Managerial Decision Making 76 Organizational Decision Processes 96

Decision Making in a Crisis 96
MANAGEMENT IN ACTION MANAGER’S BRIEF 77 MANAGEMENT IN ACTION ONWARD 98
Characteristics of Managerial Decisions 78 Key Terms 99
Lack of Structure 78
Retaining What You Learned 99
Uncertainty and Risk 78
Discussion Questions 100
SOCIAL ENTREPRENEURSHIP 80
Experiential Exercises 101
Conflict 80
The Phases of Decision Making 81 CONCLUDING CASE 102
Identifying and Diagnosing the Problem 81 PART ONE SUPPORTING CASE 106

PART TWO PLANNING: DELIVERING STRATEGIC VALUE

C H AP T E R 4 MANAGEMENT IN ACTION PROGRESS REPORT 114

Planning and Strategic Levels of Planning 114

Strategic Planning 114
Management 108 Tactical and Operational Planning 115
Aligning Tactical, Operational, and Strategic
MANAGEMENT IN ACTION MANAGER’S BRIEF 109 Planning 116
An Overview of Planning Fundamentals 110 Strategic Planning 118
The Basic Planning Process 110 Step 1: Establishing Mission, Vision, and Goals 119
SOCIAL ENTREPRENEURSHIP 113 Step 2: Analyzing External Opportunities and Threats 120

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THE DIGITAL WORLD 122 The Geography of Business 173

Step 3: Analyzing Internal Strengths and Weaknesses 122 Western Europe 173
Step 4: SWOT Analysis and Strategy Formulation 124 Asia: China and India 174
INCLUSIVENESS WORKS 126 The Americas 175
Step 5: Strategy Implementation 129 Africa and the Middle East 176
Step 6: Strategic Control 130 SOCIAL ENTREPRENEURSHIP 177
MANAGEMENT IN ACTION ONWARD 131 Global Strategy 177
Key Terms 132 Pressures for Global Integration 177
Retaining What You Learned 132 Pressures for Local Responsiveness 178
Choosing a Global Strategy 179
Discussion Questions 133
Experiential Exercises 134 MANAGEMENT IN ACTION PROGRESS REPORT 181
Entry Mode 182
CONCLUDING CASE 135
Exporting 182
Licensing 183
CHAPTER 5
Franchising 183
Ethics, Corporate Responsibility, Joint Ventures 184

and Sustainability 138 Wholly Owned Subsidiaries

Working Overseas 185
184

MANAGEMENT IN ACTION MANAGER’S BRIEF 139 Skills of the Global Manager 186
It’s a Big Issue 140 Understanding Cultural Issues 187
It’s a Personal Issue 141 INCLUSIVENESS WORKS 188
Ethics 142
THE DIGITAL WORLD 190
Ethical Systems 142
Ethical Issues in International Management 190
Business Ethics 144
The Ethics Environment 145 MANAGEMENT IN ACTION ONWARD 191
Key Terms 191
THE DIGITAL WORLD 147
Ethical Decision Making 149 Retaining What You Learned 192
Courage 150 Discussion Questions 193
Experiential Exercises 193
MANAGEMENT IN ACTION PROGRESS REPORT 151
CONCLUDING CASE 194
INCLUSIVENESS WORKS 152
Corporate Social Responsibility 152
Contrasting Views 154 C HAP TER 7
Reconciliation 155
The Natural Environment and Sustainability 155 Entrepreneurship 198
SOCIAL ENTREPRENEURSHIP 156 MANAGEMENT IN ACTION MANAGER’S BRIEF 199
A Risk Society 157 Entrepreneurship 201
Sustainable Growth 157 Why Become an Entrepreneur? 202
Environmental Agendas for the Future 158 What Does It Take to Succeed? 203
MANAGEMENT IN ACTION ONWARD 159 What Business Should You Start? 203
Key Terms 160 SOCIAL ENTREPRENEURSHIP 207
Retaining What You Learned 160 What Does It Take, Personally? 208
Discussion Questions 161 Success and Failure 210
Experiential Exercises 162 MANAGEMENT IN ACTION PROGRESS REPORT 210
CONCLUDING CASE 163 Common Management Challenges 211
THE DIGITAL WORLD 212
CHAPTER 6 Increasing Your Chances of Success 214

International Management 168 INCLUSIVENESS WORKS 217

Corporate Entrepreneurship 219
MANAGEMENT IN ACTION MANAGER’S BRIEF 169 Building Support for Your Idea 219
Managing in Today’s (Global) Economy 170 Building Intrapreneurship 220
International Challenges and Opportunities 170 Management Challenges 220
Outsourcing and Jobs 172 Entrepreneurial Orientation 221

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MANAGEMENT IN ACTION ONWARD 222 CONCLUDING CASE 227

Key Terms 222 PART TWO SUPPORTING CASE 232
Retaining What You Learned 223 APPENDIX B 233
Discussion Questions 224
Experiential Exercises 225

PART THREE ORGANIZING: BUILDING A DYNAMIC ORGANIZATION

C H AP T E R 8 C HAP TER 9

Organization Structure 236 Organizational Agility 268

MANAGEMENT IN ACTION MANAGER’S BRIEF 237 MANAGEMENT IN ACTION MANAGER’S BRIEF 269
Fundamentals of Organizing 238 The Responsive Organization 270
Differentiation 238 Strategy and Organizational Agility 271
Integration 239 Organizing around Core Capabilities 272
The Vertical Structure 240 Strategic Alliances 272
Authority in Organizations 240
INCLUSIVENESS WORKS 273
Hierarchical Levels 242
Span of Control 242 MANAGEMENT IN ACTION PROGRESS REPORT 274
Delegation 242 The High-Involvement Organization 275
Decentralization 245 Organizational Size and Agility 275
The Horizontal Structure 246 The Case for Big 275
The Functional Organization 247 The Case for Small 276
SOCIAL ENTREPRENEURSHIP 248 Being Big and Small 276
The Divisional Organization 249 SOCIAL ENTREPRENEURSHIP 277
MANAGEMENT IN ACTION PROGRESS REPORT 251 Customers and the Responsive
The Matrix Organization 251 Organization 278
The Network Organization 254 Customer Relationship Management 278
INCLUSIVENESS WORKS 255 THE DIGITAL WORLD 280
Organizational Integration 256 Quality Initiatives 280
Coordination by Standardization 256 Technology and Organizational Agility 282
Coordination by Plan 256 Types of Technology Configurations 282
THE DIGITAL WORLD 257 Organizing for Flexible Manufacturing 283
Coordination by Mutual Adjustment 257 Organizing for Speed: Time-Based
Coordination and Communication 258 Competition 286
Looking Ahead 259 Final Thoughts on Organizational Agility 287
MANAGEMENT IN ACTION ONWARD 260 MANAGEMENT IN ACTION ONWARD 288
Key Terms 260 Key Terms 288
Retaining What You Learned 260 Retaining What You Learned 289
Discussion Questions 262 Discussion Questions 289
Experiential Exercises 262 Experiential Exercises 290
CONCLUDING CASE 264 CONCLUDING CASE 291

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CHAPTER 10 Retaining What You Learned 323

Human Resources Discussion Questions 324

Experiential Exercises 325
Management 296 CONCLUDING CASE 326
MANAGEMENT IN ACTION MANAGER’S BRIEF 297
Strategic Human Resource Management 298 C HAP TER 11
The HR Planning Process 299
SOCIAL ENTREPRENEURSHIP 300
Managing Diversity
Staffing 302 and Inclusiveness 332
Recruitment 302 MANAGEMENT IN ACTION MANAGER’S BRIEF 333
Selection 303
Diversity: A Brief History 334
THE DIGITAL WORLD 304 Diversity Today 335
Workforce Reductions 306 The Changing Workforce 335
Developing the Workforce 309 Understanding Diversity and Inclusion 341
Training and Development 309
INCLUSIVENESS WORKS 342
INCLUSIVENESS WORKS 310 Advantage through Diversity and Inclusion 343
MANAGEMENT IN ACTION PROGRESS REPORT 311 Managing Diversity and Inclusion 343

Performance Appraisal 311 SOCIAL ENTREPRENEURSHIP 344

What Do You Appraise? 312
Who Should Do the Appraisal? 313
How Do You Give Employees Feedback?
Designing Reward Systems
Pay Decisions 315
Incentive Systems and Variable Pay 316
Executive Pay and Stock Options 317
Employee Benefits 317
Legal Issues in Compensation and Benefits
Health and Safety 318
Labor Relations 319
Labor Laws 319
Unionization 320
Collective Bargaining 320
What Does the Future Hold?
MANAGEMENT IN ACTION ONWARD 322
Key Terms 322
MANAGEMENT IN ACTION PROGRESS REPORT 347
Multicultural Organizations 347
314 Cultivating Inclusiveness 348
315 Top Management’s Leadership and Commitment 348
Organizational Assessment 349
Attracting Employees 349
Training Employees 350
THE DIGITAL WORLD 351
318
Retaining Employees 351
MANAGEMENT IN ACTION ONWARD 353
Key Terms 353
Retaining What You Learned 353
Discussion Questions 355
321 Experiential Exercises 355
CONCLUDING CASE 357
PART THREE SUPPORTING CASE 361

PART FOUR LEADING: MOBILIZING PEOPLE

CHAPTER 12 Vision 367

Leadership 364 MANAGEMENT IN ACTION PROGRESS REPORT 369

Leading and Managing 370
MANAGEMENT IN ACTION MANAGER’S BRIEF 365 Leading and Following 370
What Do We Want from Our Leaders? 366 Power and Leadership 371
INCLUSIVENESS WORKS 367 Sources of Power 371

Contents xxv

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Another random document with
no related content on Scribd:
 Classification by Chemical Analysis and by Physical Tests
So far not much has been said about composition except that upon it to a great extent
depends the structure and physical properties of the alloy. Composition and physical
characteristics as well as structures are necessary to a fair
 Table B—Chemical Composition and Physical Properties
Per Per Cent Per Per Beginning Tensile Elongation[4] Welding Principal Uses
Cent Graphitic Cent Cent of Strength[3] Properties
Silicon Carbon Total Freezing[2]
Carbon
1. Sand Cast 2.50 3.75 .25 4.00 2100 Further Refining.
Pig Iron
2. Machine 2.50 3.00 1.00 4.00 2100 Further Refining.
Cast Pig
Iron
3. Open- .03 .00 .02 .02 2740 50,000 2½″ Good Bars, pipe, sheet.
Hearth
Iron
4. Wrought Slag .00 .05 .05 2740 52,000 2¼″ Fine Bars, pipe, boiler
Iron tubes, stay
bolts.
5. Mild Steel .05 .00 .10 .10 2740 55,000 2½″ Good Bars, pipe, wire,
sheet, shafting,
tubes.
6. Medium .05 .00 .25 .25 2720 65,000 2¼″ Good Bars, plate,
Steel structural.
7. Rail Steel .05 .00 .60 .60 2680 90,000 1¾″ Fair Rails, gears.
8. Low Carbon .15 .00 .75 .75 2660 100,000 1¼″ Fair Hammers, cold
Tool Steel chisels, saws,
springs.
9. Medium .15 .00 1.00 1.00 2630 120,000 1″ Poor Lathe tools,
Carbon chisels, drills,
Tool Steel dies, springs.
10. High .15 .00 1.25 1.25 2600 135,000 1⅛″ Slight Lathe tools,
Carbon chisels, files,
Tool Steel saws.
11. Very High .15 .00 1.50 1.50 2560 124,000 ¼″ Slight Razors, lancets,
Carbon graving tools,
Tool Steel saws for steel.
12. High Steel .00 1.75 1.75 2530 0 None Dies for wire
drawing.
13. White Iron .00 2.50 2.50 2460 0 None Dies for wire
drawing.
14. White Cast .70 .10 2.65 2.75 2400 41,000 0 None For
Iron malleableizing,
carwheels.
15. Annealed .70 2.70 .05 2.75 40,000 ½″ None Railway and
Malleable agricultural
Cast Iron castings,
fittings.
16. Cast Iron 1.00 1.00 2.00 3.00 2330 35,000 0 None Rolls, gears,
for brakeshoes.
Chilled
Castings
17. Semi-Steel 1.75 2.80 .40 3.20 2300 35,000 0 None Gears, steam
cylinders,
valves.
18. Gray Cast 2.00 3.10 .30 3.40 2200 25,000 0 None Machine parts,
Iron grates,
radiators,
valves, soil
pipe.
19. Soft Gray 2.50 3.30 .15 3.45 2200 23,000 0 None Stoves,
Cast Iron hollowware,
pipe fittings,
misc.
2. In degrees Fahrenheit. For our purposes, the same as the melting points of the alloys.
3. Pounds required to pull apart lengthwise a bar one inch square.
4. Number of inches that a bar eight inches long will stretch before it breaks.
 Iron and Steel Test Pieces and Instruments Used in Measuring Their Size, Elastic Limit and
Elongation

understanding of the subject. There is given therefore, a table showing approximate

comparative values of chemical compositions and physical properties of the alloys under
discussion.
It should be distinctly understood that the figures given in Table B are approximate only
and are intended to be average, or rather, perhaps, typical.
There are all sorts of conditions which in practice modify the figures given in the table,
and criticism may be maintained justly against some of the too specific statements which
here it was necessary to make. The classification is given with considerable hesitation and
only because, arranged in this way, it brings out existing relationships which otherwise
would escape notice and which we cannot afford to overlook.
But please do not gain the impression that these alloys are divided into distinct classes.
There are no dividing lines at all. One group merges into the next so gradually that it is
impossible to tell where the one ends and the other begins.
It is to be hoped that no one will make himself miserable by trying to digest these rather
formidable figures of Table B all at one sitting. They are given mainly for comparison and for
reference. It is suggested that after noting carefully the similarities and differences to which
attention is called, they be reserved until the processes of manufacture of the various alloys
are taken up one by one. Reference to these figures on those occasions should be profitable.
The main points to be noted at this time are:
1. Open-hearth iron is practically pure iron, having no constituents or slag inclusions
which materially affect its properties.
2. Wrought iron, for all practical purposes, is pure iron except for its content of slag. It is
the only one of the iron family which does normally contain slag.
3. Neither open-hearth iron nor wrought iron contains carbon in appreciable quantities.
4. The distinguishing and active element of the steel family is carbon. With increase of
carbon the hardness of the alloy increases as does its tensile strength, but the ductility
(elongation or stretch) decreases.
5. Other conditions being equal, the more carbon the alloy contains the more easily it
melts; i.e., at lower temperature. So the purer irons such as open-hearth iron, wrought iron,
and mild steel (i.e., steel with low carbon, usually under 0.15 per cent) have relatively high
and the cast irons lower melting points.
 Table C—Percentages of the so-called “Metalloids” by Weight and by Volume
Silicon Manganese Sulphur Phosphorus Total Carbon Iron[5] Total Metalloids
Wt. Vol. Wt. Vol. Wt. Vol. Wt. Vol. Wt. Vol. Wt. Wt. Vol.
Gray Cast Iron 2.50 10.0 .70 .7 .09 .36 .75 3.2 3.45 12.1 92.5 7.5 26.4
Semi-Steel 1.75 7.0 1.00 1.0 .10 .40 .35 1.5 3.20 11.2 93.6 6.4 21.1
Malleable Cast Iron .70 2.8 .50 .5 .15 .60 .17 .7 2.75 9.6 95.7 4.3 14.3
Cast Steel .30 1.2 .50 .5 .05 .20 .04 .17 .35 1.2 98.8 1.2 3.3
Mild Steel .05 .2 .40 .4 .04 .16 .03 .13 .10 .35 99.4 .6 1.2
Open-hearth Iron .03 .1 .02 .02 .01 .06 .01 .06 .02 .07 99.9 .1 .3
Wrought Iron 1.20 5.0 .08 .08 .01 .04 .15 .65 .05 .17 97.7 2.3 5.9
5. These alloys contain small amounts of other elements so these percentages of iron are a little high,
though approximately correct. Note the purity (high percentage of iron) of the open-hearth iron.
6. In the cast irons, the carbon occurs not in one only but in two different forms; i.e., as
graphitic carbon, commonly called graphite (Gr. C.) and the combined form (C. C.). The sum
of these is usually between 3.00 per cent and 3.50 per cent. It is not so much the total
amount of the carbon that causes the differences in structure and physical properties which
have been noted in 1 and 2 and in 16 and 17 above, as it is the relative proportions in which
these two varieties occur.

Exhibition Case Showing Four Well-Known Iron Alloys with Their Metalloids
 7. No one knows just when, with increase of carbon, steel ceases to be steel and becomes
white cast iron. There is no definite dividing line either in chemical or physical properties.
The changes are extremely gradual throughout the scale. Aided by the microscope, modern
physical chemistry has disclosed the fact that alloys of iron with carbon “freeze” from molten
to solid condition according to two different laws. The change from one to the other occurs
somewhere between 1.7 per cent and 2.2 per cent of carbon as is described in Chapter XXII.
This is our only basis for calling alloys with less than 2 per cent of carbon, steels, and those
with greater amounts, cast irons.
8. For our immediate purposes the other “metalloids” or constituents are of secondary
importance and will not be taken up now. From this it must not be understood that they can
be slighted by the metallurgist and furnace man in his work. They cannot. Every one of them
is of importance and must be accounted for in the final product or trouble results.
 Volumetric Analysis of the Iron Alloys
There is a way in which we may visually get a very intimate idea of the relative
composition of these alloys.
The cabinet of which a photograph is given is partitioned into four sections. Each one of
these contains a bar and six specimen jars. As you may or may not be able to read from the
labels, the bars, all of exactly the same size, are soft cast iron, semi-steel (a stronger cast
iron), annealed malleable iron and cast steel. The six jars above each bar contain the exact
amounts of the various constituents other than iron which are in the bar beneath.
As none of the constituents except manganese are as heavy as iron, their volumes per unit
of weight are correspondingly greater. Putting it into approximate figures we have the
percentages by weight and by volume shown in Table C.
This means, of course, that of the cast iron plates of your cook stove or steam or water
radiators fully one-quarter (26 per cent by volume) is not iron at all but brittle substances
of little or no strength. These elements, silicon, sulphur, phosphorus, and carbon, are
commonly called “metalloids.” While the first three named are not in “free” form in the alloy
and therefore allow of some doubt as to just the space they require, we have good reason to
suppose that the figures given are not far from correct.
With such a volume of weakening constituents and particularly with the graphite flakes
cutting through and separating the iron grains as the photomicrographs show, can one
wonder that cast iron is fragile—more so than steel or wrought iron?
To sum up, naming only the most familiar alloys and the two or three qualifying features
of each which stand forth with particular boldness, we have:
Pig Iron—Very High Carbon. Brittle.
Gray Cast Iron—High Carbon. Brittle.
Malleable Cast Iron—High Carbon. Made Malleable by Annealing.
Wrought Iron—Slag. Little or no Carbon. Very Malleable without Annealing.
Mild Steel—Very Low Carbon. No Slag. Very Malleable without Annealing.
Carbon Tool Steel—Medium Carbon. No Slag. Of Medium Malleability.
So steel which is not called “iron” at all is a very pure metal in comparison with gray and
malleable cast iron and usually has a larger percentage of the chemical element, iron from
which all are derived, than has the well-known wrought iron itself.
 CHAPTER VI
WROUGHT IRON

We of America, and especially of the West, never have been

particularly devoted to the study of our genealogies. However, it is
likely that most of us at one time or other in our mind’s eye have seen
that little country town back in Massachusetts or New York State,
whence came our forebears. Since those days of long ago, when, with
you upon his knee, grandfather waxed reminiscent and related tales
of his boyhood, haven’t you many times wished that Father Time
could carry you back with him a hundred and fifty years and allow
you for a few hours to walk among those good people with their
quaint dress and customs? How interested you would be in the
relatives and friends whose queerly transcribed verses, bearing date
of a century and a half ago, adorn the yellow pages of your great
aunt’s autograph album, which is one of your treasures!
To the present rather unsentimental world we admit of much the
same sort of reverent feeling as we traverse the paths, centuries old,
of the wrought iron region. Here is something which links us with the
antiquities and we “take off our hats and tread lightly” over the lands
and the centuries in and through which this primal material,
wrought iron, has been produced.
But we come back to a plain statement of the case. Let not the fact
be overlooked that it is wrought iron which in some form or other
has been made during the forty or more centuries that iron has been
known. It undoubtedly was the pioneer of the iron family and
through all of the centuries it has maintained its importance. From it
as a base during the earlier centuries were made the steels for which
the ancients were so famous, and similar practice has prevailed from
those early times up to the present day.
 We say that the iron made by the
ancients was in reality a variety of what
we now term wrought iron, for it
fulfilled three of the principal
requirements for wrought iron, viz., it
was not necessarily melted during
production, it was a malleable metal,
and it contained cinder or slag, but
practically no carbon.
Early iron and steel, of course, were
comparatively rare, so much so as to be
available only for implements of war
Wrought Iron Bar Steel and for particular purposes. Moreover,
has no “fiber” and can not all of the steel made was of the high
be split in this way. carbon, hard variety, none of it being
of the low carbon sort which we know
as the soft or mild steels. The latter
have all come since the invention of the Bessemer process in 1855
and the Siemens-Martin (the open-hearth) process of a few years
later.
As you will remember the next development in the iron industry
was the use of the larger blast furnace and much more fuel, with
higher temperatures and the production of cast iron which, by reason
of the absorption of considerable carbon from the fuel, was fluid
enough to run out of the furnace. And, as you also know, this blast
furnace metal has come to be the great intermediate product in what
has come to be known as the Indirect Process of making iron and
steel.
As pig iron contains 3½% or more of carbon, while wrought iron
has none or comparatively little of this embrittling element, any
process for converting the pig iron into wrought iron must eliminate
the carbon.
Following the advent of pig iron as a commercial product several
furnaces and processes were developed to turn it into wrought iron.
All of these were based upon the elimination of the carbon by
oxidation, which means the burning of the carbon in presence of
oxygen of the air.
 The best known ones were the
Walloon or Swedish Lancashire
process, the South Wales process, the
Finery Fire, the Running-Out Fire and
the Charcoal Finery or Knobbling
process. The Walloon furnace, largely
used in Sweden, is shown in the
illustration on page 94.
While by the process generally used
to-day wrought iron is more easily and
cheaply produced, it must be said that
by the processes above named has
been made as fine iron as has ever
been produced. The Sheffield
manufacturers, whose high grade steel
made by the crucible process, is so
widely and favorably known for
cutlery, tools, etc., in many cases yet
demand the Walloon process iron
made from high grade Swedish ores as
the starting point for their product.
In
these
furnaces
which
consiste
d mainly
of a
shallow
hearth
filled
with Pickling in Weak Acid
Bar Iron Will Stand glowing Exposes the “Fibers” of
Severe Bending Even charcoal, Wrought Iron
After It Has Been Nicked with
tuyères
for blast supply, the pigs of iron were
heated until molten. At high temperatures the metalloids of pig iron
will readily burn in a blast of air. After
the air blown over and upon the
molten metal has burned out most of
the carbon, the main metalloid, the
melting point of the purified metal
becomes so much higher that the heat
of the furnace is not sufficient to keep
it molten. It becomes more and more
pasty and stiff therefore. This is what
the iron maker calls “coming to
nature.” It is the signal that the carbon
is about gone and that he must be Swedish Walloon
careful or the iron will suffer in quality. Furnace
At this stage he sees to it that the mass
of pasty iron is well protected by One of several types of
glowing charcoal until it is removed to furnaces that preceded the
be hammered or worked into a bar. Reverberatory. Some of
This in general is the process which them are still used.
was used from about the fourteenth
century up to 1783 when Cort invented
the reverberatory furnace which has since been the type generally
used.
In the processes just referred to, all very similar, it should be noted
that the iron was in contact with the fuel, which, therefore, had to be
charcoal, the fuel with little or no sulphur.
Charcoal was an expensive fuel, and,
moreover, there was an insufficient
supply because of the great destruction
of forests necessary for its production.
Naturally the thing to do was to
substitute coal, which was plentiful.
But the sulphur of the coal spoiled the
iron.
This proved to be a great barrier
Cort’s Reverberatory until 1783 when Henry Cort of England
Furnace succeeded in making wrought iron in a
new type of furnace wherein the iron
was refined in one compartment while
This is the type of furnace the fuel was made to furnish its heat
generally used to-day. from another; i. e., the fuel and the
metal were not in contact and the
refined metal did not suffer from the
sulphur content of the coal.
The figure illustrating Cort’s furnace plainly shows how this was
accomplished and it represents almost as well the furnace used to-
day. In the one-hundred and thirty-three years that have elapsed
since it was designed, his furnace has been changed only in certain
details, and but two important changes have been made in his
process—the use of an iron bottom instead of the sand bed by S. B.
Rogers in 1804 and the introduction of “pig boiling” by Joseph Hall
in 1830.
Cort’s process is known as “dry puddling” and his trouble was the
excessive loss of iron, due to his use of the sand bottom and the
absence of a proper cinder. The loss was said to have been from 50%
to 70% of the iron charged; i. e., it took about 2 tons of pig iron to
make one ton of wrought iron. Because of the great demand for iron
and the fact that he was using such a cheap fuel, coal, his process at
that time was a success financially.
But Cort did not stop here. He saw
the desirability of a quicker and more
economical method of reducing the
“blooms” or balls of iron into bars or
other finished shapes than the
hammering process up to that time
used. He accomplished this by the use Early Iron
of power driven rolls, such as those Rolls
shown in the cut.
These two inventions of Cort’s were
epoch making, though of the two the While Cort did not
more important one was the invention originate the idea, it was he
of the rolls from which has developed who first made the rolling
the modern rolling mill. process successful, and,
therefore, he is given credit
There remains to be described in a for the invention.
little more detail the making of
wrought iron as practiced to-day. The
puddling furnace used has a grate upon which is built the coal fire.
The long flame passes over the fire wall and is deflected by the roof
down upon the charge of pig iron piled upon the “fettling” or lining
of iron oxide (iron ore or mill scale) over the air or water cooled iron
plates which form the bottom and the sides of the hearth.
With a long iron bar the “puddler” (the expert attendant) turns the
pigs until they have melted down into the bath of slag or cinder
charged and continually being formed by the chemical union of iron
from the ore or pig and some of the sand and other impurities
present. This cinder, which is largely a silicate of iron, is a protection
for the bath of molten iron and its use prevents excessive oxidation
and loss of metal.
During the melting of the charge the heat is kept as high as
possible and the molten iron is “puddled,” i. e., stirred, by the
“puddler” or his helper with a “rabbler” or iron bar. In order to take
out the phosphorus and sulphur, which for best results should be
removed before the carbon is eliminated, the heat of the furnace is
lowered somewhat as soon as all of the pig has melted, and some iron
oxide is mixed into the “bath” of molten iron and cinder. Most of the
phosphorus and sulphur are chemically acted upon and pass into the
cinder which covers the iron. Soon the mass begins to boil or seethe
and small blue flames break through the cinder covering. This
indicates that the carbon is being oxidized by the oxygen of the iron
ore which was added, the oxygen, as in the blast furnace, having a
greater “affinity” for carbon than it has for the iron.
This “pig boiling” goes on for twenty or thirty minutes, the
“puddler” meanwhile “rabbling” the charge in order to hurry the
reactions and to make sure that all parts of the bath of molten metal
are uniformly exposed to the oxidizing conditions.
 The Making of Wrought Iron To-day. Charging the Pig Iron

Soon the metal begins to “come to nature” and little lumps of pure
iron here and there through the bath stiffen up into little pasty balls.
Some may be seen sticking out through the cinder covering of the
bath and others must be torn loose from the bottom with the rabbler.
This “balling” period lasts from fifteen to twenty minutes, during
which time all of the iron has “come to nature.”
The
puddler
quickly
separate
s into
two or
three
white-
hot balls
the 400 The Coal Pile and Fire
pounds Box of a Reverberatory
 Turning the Pigs to or so of Furnace
Insure Even Melting spongy
iron.
These balls, full of and dripping with
cinder, are seized, one at a time, with long tongs, removed from the
furnace and rushed to the rotary squeezer through which they are
twisted and turned, ever becoming longer and smaller in diameter
until they emerge from the other and narrower side much compacted
and with but little of the cinder which they originally carried.
Without being given time to cool, the blooms are seized and shoved
into the “muck rolls,” whence after a few passes they emerge as long
flat bars, very rough and imperfect in appearance.
After shearing into short lengths, many pieces of this “muck bar,”
as it is called, are made into “box piles” and tied together with wires.
These are charged into the furnace of the finishing mill. After coming
to a white heat the box piles go to the finishing rolls where they are
rolled into bars, rods, plates, or other shapes desired. By repeated
cutting, piling, heating, and rolling, double refined and other high
grades of wrought iron are made, each repiling and rerolling, of
course, producing a more compact and better product.
Wroug
ht iron
has a
“fiber,”
as may
be seen
from two
of the
illustrati
Considerable Cinder ons Puddling the Melted
Overflows During the presente Charge
“Boiling” Stage d. In
“coming
to nature” small particles of iron
crystallize out as they become purer. These measure perhaps ¹⁄₃₂″ or
¹⁄₁₆″ in diameter. As it goes to the squeezer the ball of “sponge” is
made up of such grains of iron loosely welded together with the
interstices filled with cinder. The squeezer, and later the rolls,
elongate the particles of iron into threads, which, welded together,
make the bar.
It is thought by some that films of cinder, too thin to be seen under
the microscope, surround each fiber of iron and that these afford
protection from rusting and give to wrought iron the excellent
welding quality that it possesses.
Steel
has no
fiber and
for this
reason it
cannot
be split
as was
the
On the Way to the wrought Drawing One of the
“Squeezer” iron bar Balls from the Furnace
shown in
the
illustration of page 92.
It will have been noticed that only small amounts of iron can be
refined at one time. This, indeed, has been the unfortunate part of
wrought iron manufacture, for it may readily be seen that production
of any such material in lots as small as a quarter ton results in labor
costs which are almost prohibitive in these days of machine-made
goods. Not only is the output of a furnace small but much skill and
judgment are necessary for the production of a high grade product.
Very sturdy and strong men, too, are required as puddlers, for the
work is heavy and the extremes of heat and cold to which they are
exposed necessitate men of rugged health.
This material in bar iron, engine stay bolts, butt and lap-welded
pipe and certain other products has long held a high place. Though
not as strong as steel, its very excellent welding properties and
comparative freedom from “crystallization” and treacherous
breakage under long continued vibration or sudden jar have fostered
its application in such products as stay bolts, chain-links, cable hooks
and others where failure might have serious consequences. Too, it is
thought by many that pipes, sheets and other articles of wrought iron
resist the corrosive influences of moist
air, soil, etc., particularly well. The
cinder films in which the fibers are
supposed to be encased are given
credit for such protective influence.
Thoug
h the
product
has
always
been a
“Box Piles” Ready for favorite
the Re-Heating Furnace with iron
users,
the Cross-Section of a
industry has suffered during the last “Squeezer”
sixty years by reason of the high cost of
manufacture, which has very largely
restricted the application of wrought iron to certain uses for which
first cost is not a main factor.
The production of wrought iron rails has rapidly dwindled since
the year 1880, when they began generally to be replaced by rails
made from Bessemer steel.
Of recent years, mild steel has
been the great competitor of
wrought iron. With marvelous
energy, skill, and much capital
the manufacturers of Bessemer
and open-hearth steels have
adapted their products very well
to the needs of the iron user,
while the enormous tonnages
turned out in short time by use of
ingenious furnaces and other
The Ball Going Into the devices has resulted in a low cost
“Squeezer” of production.
Had any of the several
mechanical puddling furnaces devised for the manufacture of
wrought iron proved really
successful, things might be more
rosy commercially for this very
excellent material.
According to the 1916
Statistical Report of the
American Iron and Steel
Institute, the recent yearly
production in this country of
wrought iron and steel merchant
bars, plates and sheets, and skelp
for pipe in gross tons has been: Shearing the Muck Bar into
Short Lengths for “Piling”

The Bloom from the Squeezer

Goes to the “Muck” Rolls
Which Roll It Down into
“Muck Bar”
Cross Piling Gives Cross
Fibers in the Finished The Re-Heated “Box Piles”
Bar—a Desirable Quality Being Rolled into “Skelp” for
Pipe, in the Finishing Mills

Merchant Bars Plate and Sheets Skelp for Pipe

Iron Steel Iron Steel Iron Steel
1905 1,322,439 2,271,162 72,156 3,460,074 452,797 983,198
1906 1,481,348 2,510,852 74,373 4,107,783 391,517 1,137,068
1907 1,440,356 2,530,632 74,038 4,174,794 444,536 1,358,091
1908 685,233 1,301,405 54,033 2,595,660 297,049 853,534
1909 952,230 2,311,301 76,202 4,158,144 370,151 1,663,230
1910 1,074,163 2,711,568 91,118 4,864,366 350,578 1,477,616
1911 835,625 2,211,737 89,427 4,398,622 322,397 1,658,276
1912 944,790 2,752,324 75,044 5,800,036 327,012 2,119,804
1913 1,026,632 2,930,977 64,729 5,686,308 312,746 2,189,218
1914 563,171 1,960,460 56,590 4,662,656 264,340 1,718,091
1915 657,107 3,474,135 20,253 6,057,441 262,198 2,037,266
1916 993,948 5,625,598 13,303 7,440,677 355,445 2,572,229
There is considerable so-called wrought iron on the market to-day
which is not truly wrought iron, by which we mean iron “puddled”
from pig iron.
 Bushelled Iron
After heating a mixture of thin sheet or other soft steel and
wrought iron scrap to a welding heat in a reverberatory furnace, it
may be balled and put through the squeezer, muck rolls, etc., as was
the true wrought iron made by puddling. This manipulation of scrap
is known as the bushelling process and the product as “bushelled
iron” or “scrap bar.” By using scrap bar for the outer layers and old
wrought iron bars cut to length for the interior, box piles are made,
which, heated and rolled, make very good material, though not as
good as puddled iron. Certain grades on the market, e. g., common
bar iron, contain more or less of this bushelled iron, but the better
grades, refined wrought iron, double refined wrought iron, engine
and stay-bolt iron, are usually the pure puddled product.
As with the latter, repeated shearing, piling, and rolling improve
the quality.
Bushelled iron is largely the result of an endeavor to reduce the
cost of production of wrought iron. The material has a legitimate
place and considerable of it is used.