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 Contemporary
Management
 Contemporary
Management
Twelfth Edition

Gareth R. Jones
Jennifer M. George
Rice University
 Final PDF to printer

CONTEMPORARY MANAGEMENT

Published by McGraw Hill LLC, 1325 Avenue of the Americas, New York, NY 10121. Copyright ©2022 by
McGraw Hill LLC. All rights reserved. Printed in the United States of America. No part of this publication may
be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the
prior written consent of McGraw Hill LLC, including, but not limited to, in any network or other electronic
storage or transmission, or broadcast for distance learning.

Some ancillaries, including electronic and print components, may not be available to customers outside the
United States.

This book is printed on acid-free paper.

1 2 3 4 5 6 7 8 9 LWI 24 23 22 21

ISBN 978-1-264-97243-2
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BRIEF CONTENTS

Part One Part Four

Management Organizing and Controlling
Chapter 1 Chapter 10
Managers and Managing 2 Managing Organizational
Structure and Culture 274
Chapter 2
The Evolution of Management Chapter 11
Thought 30 Organizational Control and Change 310
Chapter 3 Chapter 12
Values, Attitudes, Emotions, and Human Resource Management 340
Culture: The Manager as a Person 58

Part Five
Part Two
Leading Individuals and Groups
The Environment of Management Chapter 13
Chapter 4 Motivation and Performance 374
Ethics and Social Responsibility 90
Chapter 14
Chapter 5 Leadership 406
Managing Diverse Employees in a
Multicultural Environment 122
Chapter 15
Effective Groups and Teams 436
Chapter 6
Managing in the Global
Environment 152 Part Six
Managing Critical Organizational
Part Three Processes
Decision Making, Planning, Chapter 16
and Strategy Promoting Effective Communication 468
Chapter 7 Chapter 17
Decision Making, Learning, Creativity, Managing Conflict, Politics,
and Entrepreneurship 182 and Negotiation 496
Chapter 8 Chapter 18
The Manager as a Planner Using Advanced Information
and Strategist 212 Technology to Increase Performance 522
Chapter 9
Value Chain Management: NAME INDEX NI-1
Functional Strategies for ORGANIZATION INDEX OI-1
Competitive Advantage 244
SUBJECT GLINDEX SGI-1

v
AUTHORS
Gareth Jones currently offers pro bono advice on
solving management problems to nonprofit organizations
in Houston, Texas. He received his BA in Economics/
Psychology and his PhD in Management from the University
of Lancaster, UK. He was formerly Professor of Management
in the Graduate School of Business at Texas A&M University
and earlier held teaching and research appointments at
Michigan State University, the University of Illinois at ­Urbana-
Champaign, and the University of Warwick, UK.
He continues to pursue his research interests in stra-
tegic management and organizational theory and his well-
known research that applies transaction cost analysis to
explain many forms of strategic and organizational behavior.
He also studies the complex and changing relationships
between competitive advantage and information technology
in the 2010s.
He has published many articles in leading journals of
the field, and his research has appeared in the Academy of
Management Review, the Journal of International ­Business
Studies, and Human Relations. An article about the role of
information technology in many aspects of organizational
functioning was published in the Journal of Management.
One of his articles won the Academy of Management
­Journal’s Best Paper Award, and he is one of the most
cited authors in the Academy of Management Review. He
is, or has served, on the editorial boards of the Academy
of ­Management Review, the Journal of Management, and
­Management Inquiry.
Gareth Jones has used his academic knowledge to craft
leading textbooks in management and three other major
areas in the management discipline: organizational behavior,
organizational theory, and strategic management. His books
are widely recognized for their innovative, contemporary
content and for the clarity with which they communicate
complex, real-world issues to students.
vi
Jennifer George is the Mary Gibbs Jones
Professor of Management and Professor of Psychology in the
Jesse H. Jones Graduate School of Business at Rice University.
She received her BA in Psychology/Sociology from Wesleyan
University, her MBA in Finance from New York University, and
her PhD in Management and Organizational Behavior from
New York University. Prior to joining the faculty at Rice Uni-
versity, she was a professor in the Department of Manage-
ment at Texas A&M University.
Professor George specializes in organizational behavior
and is well known for her research on mood and emotion in
the workplace, their determinants, and their effects on vari-
ous individual and group-level work outcomes. She is the
author of many articles in leading peer-reviewed journals
such as the Academy of Management Journal, the Academy
of Management Review, the Journal of Applied Psychology,
Organizational Behavior and Human Decision Processes,
Journal of Personality and Social Psychology, Organization
Science, and Psychological Bulletin. One of her papers won
the Academy of Management’s Organizational Behavior
Division Outstanding Competitive Paper Award, and another
paper won the Human Relations Best Paper Award. She is,
or has been, on the editorial review boards of the Journal
of Applied Psychology, Academy of Management Journal,
Academy of Management Review, Administrative Science
Quarterly, Journal of Management, Organizational Behavior
and Human Decision Processes, Organization Science, Inter-
national Journal of Selection and Assessment, and Journal
of Managerial Issues; was a consulting editor for the Jour-
nal of Organizational Behavior; was a member of the SlOP
Organizational Frontiers Series editorial board; and was an
associate editor of the Journal of Applied Psychology. She is
a fellow in the Academy of Management, the American Psy-
chological Association, the American Psychological Society,
and the Society for Industrial and Organizational Psychology
and a member of the Society for Organizational Behavior.
She also has coauthored a textbook titled Understanding
and Managing Organizational Behavior.
PREFACE
In this twelfth edition of Contemporary Management, we
continue to focus on providing the most up-to-date account
of the changes taking place in the world of management
and management practices while maintaining our emphasis
on keeping our text relevant and interesting to students. Our
increased focus on the challenges and opportunities facing
businesses large and small and integrated timely examples
bring management issues to life for students.
The number and complexity of strategic, organizational,
and human capital challenges facing managers continue
to rise. In most companies, managers at all levels address
these challenges by implementing new and improved man-
agement techniques and practices. Today, relatively small
differences in performance between companies—such as
the speed at which they bring new products or services to
market or the ways they motivate employees to reduce costs
or improve performance—can combine to give a company a
significant competitive advantage. Managers and compan-
ies that utilize proven management techniques and prac-
tices in their decision making and actions increase their
effectiveness over time.
The issues facing managers continue to intensify as
changes in the global environment—such as tightening of
the U.S. labor market, rising wages in China and other
countries, and the social and economic fallout from the
2020 global coronavirus pandemic—affect organizations
large and small. In addition, increasing globalization means
that managers must be quick to respond to major differ-
ences in the legal rules and regulations and ethical values
and norms that prevail in countries around the globe.
In addition, the ongoing advances in technology con-
tinue to transform how managers make decisions across
all levels of a company’s hierarchy and across its functions
and global divisions. This edition addresses these ongoing
challenges as technology continues to change at breakneck
speed, especially in the areas of artificial intelligence, data
analytics, and cybersecurity.
Other major challenges we continue to address in this
edition include the impact of the steadily increasing diver-
sity in the workforce and how this increasing diversity
makes it imperative for managers to understand how and
why people differ so they can effectively manage and reap
the performance benefits of a diverse workforce. Similarly,
across all functions and levels, managers and employees
must continually seek ways to work smarter and increase
performance. With these issues in mind, we revised this
edition of Contemporary Management to address these chal-
lenges to managers and their organizations.
Major Content Changes
Encouraged by the number of instructors and students who
use each new edition of our book, and based on the reac-
tions and suggestions of both users and reviewers, we have
revised and updated our book in several ways. First, just
as we have included new research concepts as appropriate,
so too have we been careful to eliminate outdated or mar-
ginal management concepts. As usual, our goal has been
to streamline our presentation and keep the focus on the
changes taking place that have the most impact on man-
agers and organizations. In today’s world of instant sound
bites, videos, text messaging, and tweets, providing the best
content is much more important than providing excessive
content—­especially when some of our students are bur-
dened by time pressures stemming from the need to work
long hours at paying jobs and meeting personal commit-
ments and obligations.
Second, we have added new management content and
have reinforced its importance by using many small and
large company examples that are described in the chapter
opening cases titled “A Manager’s Challenge”; in the many
boxed examples featuring managers and employees in com-
panies both large and small in each chapter; and in the
“Case in the News” closing cases.
Chapter 1
• New “A Manager’s Challenge” on how SurveyMon-
key’s CEO brought a fresh vision to the company to
stabilize its workforce and lead the organization toward
renewed growth.
• Updated statistics on managerial wages and projected
growth rate in managerial job openings over the next
five years.
• New “Manager as a Person” on the CEO of Match
Group and how she uses her experience and skills to
carry out all four categories of managerial tasks.
• Updated statistics on outsourcing tasks to companies
in other countries.
• Updated discussion and statistics on the impact of
remote workers to managers and their organizations.
• New “Ethics in Action” on giving employees a nudge
to increase ethical behavior in the workplace.
• New “Case in the News” about GE spinning off its rail-
road business.
vii
Chapter 2
• New “Management Insight” on how E Source, a Colo-
rado utilities consulting company, helps its employees
set both personal and business goals to help increase
efficiency.
• New “Manager as a Person” about how the general
manager of the Washington, DC, area Metro system
demonstrates flexibility in his managerial decisions.
• New “Case in the News” about food-service operator
Red Robin and its push to contain labor costs.
Chapter 3
• New “A Manager’s Challenge” on how the first female
CEO of John Hancock insurance company shapes the
values of her organization.
• New “Manager as a Person” on the cofounder of Hun-
tington Learning Centers and how her personality
traits have contributed to the company’s success.
• Updated discussion on job satisfaction rates among
U.S. workers.
• New “Management Insight” on how organizational
culture plays a significant role in shaping employees’
behavior.
• New discussion on recent corporate scandals and how
a dysfunctional culture can be damaging to an organiz-
ation and its members.
• New “Case in the News” on Google’s ongoing chal-
lenge to maintain a strong company culture.
Chapter 4
• New “A Manager’s Challenge” on the president of the
UPS Foundation and how he aligns his organization’s
work with UPS’s overall corporate vision by contribut-
ing to local communities.
• New “Management Insight” about how to embed eth-
ics in an organization’s culture.
• Updated discussion on the compensation packages for
U.S. CEOs.
• New “Manager as a Person” on how the CEO at a
pharmaceutical company puts his people first.
• New discussion about how corporate corruption can
still occur in countries with high ethical marks.
• New “Case in the News” about how Chevron tries to
stay on the high road in Venezuela amid political and
economic unrest.
viii
Chapter 5
• Updated statistics on age and men’s and women’s
participation rates in the U.S. workforce and median
weekly earnings.
• New discussion on lack of women CEOs in S&P 500
companies.
• Updated statistics on the increasing diversity of the
U.S. workforce.
• New “Focus on Diversity” on the increasing impact of
Hispanics on the U.S. workforce.
• Updated discussion about the companies recognized
for employing people with disabilities.
• Updated statistics on the U.S. poverty rate.
• Updated discussion on the U.S. employers recognized
as the best places to work for LGBTQ equality.
• New “Manager as a Person” about how the CEO of
a medical tech company promotes diversity in his
organization.
• New “Ethics in Action” on whether older tech workers
are victims of stereotypes.
• Updated discussion and statistics on sexual
harassment.
• New discussion about a pilot program by four tech
companies to develop benchmarks that companies
have taken appropriate steps to address workplace
harassment of any sort.
• New “Case in the News” about diversity efforts at
Goldman Sachs.
Chapter 6
• New “A Manager’s Challenge” about Walmart’s
global expansion into India by investing in Flipkart,
the Indian e-commerce giant that competes with
Amazon.
• New “Management Insight” about the film industry in
a developing economy in Africa.
• Updated discussion about the UK’s departure from the
European Union.
• Updated discussion on the new trade agreement that
will replace NAFTA.
• New “Managing Globally” on the impact of tariffs on
auto companies’ supply chains.
• New “Case in the News” about China’s Huawei
Technologies.
Chapter 7
• New “Management Insight” on sustainability efforts at
UPS, DuPont, and the Coca-Cola Company.
• Updated research on why mergers fail when company
cultures clash.
• New “Ethics in Action” on turning plastic recycling into
a way that enables people to participate in their economy.
• New “Case in the News” on the U.S. Marines logistics
unit and how it is teaching military personnel in the
field to use computer-aided technologies to think cre-
atively in their everyday jobs.
Chapter 8
• Updated discussion throughout the chapter about Gen-
eral Mills and its planning strategies at various levels of
the organization.
• New “Manager as a Person” on how Starbucks’ chief
operating officer has implemented plans across the
company for sustained growth.
• New discussion about how Toys R Us has reinvented itself
on a smaller scale with the help of a software retailer.
• New “Management Insight” on how Canada Goose,
maker of high-end outerwear, uses product differentia-
tion to its advantage.
• New “Case in the News” about how Best Buy tweaks
its strategies to stay relevant and compete in an ever-
changing environment.
Chapter 9
• New “A Manager’s Challenge” about Mattel’s CEO
and his redesign of company processes to increase
efficiency.
• New “Ethics in Action” about whether efficiency can
hurt workers and their organizations.
• New discussion about General Motors and its flexible
manufacturing plan that has collaborative robots work-
ing side by side with humans.
• New “Manager as a Person” on Amazon’s innovator in
chief: Jeff Bezos.
• New “Case in the News” about Brooks Brothers’ rede-
signing itself and its processes.
Chapter 10
• New “A Manager’s Challenge” on how Alaska Airline’s
organizational structure is designed with customers
in mind.
• New “Managing Globally” on how IKEA is redesign-
ing new stores on a smaller scale now that many con-
sumers shop online.
• New discussion about Home Depot’s functional structure.
• New “Ethics in Action” about Pfizer changing its
organizational structure to help improve business and
marketing efforts.
• Updated discussion on the hierarchy of authority at
McDonald’s Corporation.
• New “Manager as a Person” on NASA’s administra-
tor and his efforts to create a winning culture at the
space agency.
• New “Case in the News” about restricting and rebrand-
ing efforts at Ogilvy’s U.S. advertising operations.
Chapter 11
• New “Management Insight” on the skills employers are
looking for in recent college graduates.
• New section on the Balanced Scorecard and its increas-
ing use by organizations to evaluate various measures
of a company’s performance.
• Updated discussion on Disney and its strategic reorgan-
ization, including a new CEO replacing Bob Iger.
• New “Ethics in Action” on Volkswagen’s continuing
efforts to implement top-down changes to regain con-
sumers’ confidence after an emissions scandal.
• New “Case in the News” on how Stitch Fix controls
inventory and the customer experience.
Chapter 12
• New “A Manager’s Challenge” on Cisco Systems and
its strategies to attract and retain top talent.
• New discussion about the importance of companies
recognizing that the HR function is a critical compon-
ent of their strategic agenda.
• New research on job applicants fabricating or exagger-
ating information on their résumés.
• New discussion on Dollar General’s successful train-
ing program for its employees.
• New research on the effectiveness of formal mentoring
programs, especially for minorities.
• Updated statistics on union members in the United
States.
• New “Case in the News” on Southwest Airlines’ stra-
tegic approach to HR.
ix
Chapter 13
• New “A Manager’s Challenge” on how Applied Tech-
nical Services sets realistic targets for success.
• New “Managing Globally” on how individual needs
among workers vary from country to country.
• New “Case in the News” on DTE Energy and company
efforts to re-energize its workforce with a shared sense
of purpose to cut costs and avoid layoffs.
Chapter 14
• New “A Manager’s Challenge” on how Microsoft CEO
Satya Nadella leads the company into new business.
• New “Manager as a Person” on a servant leader at
Covenant Health in eastern Tennessee.
• Updated discussion of coercive power and how some
managers use it to punish others.
• New discussion about how Costco uses consideration
as part of its code of ethics.
• New “Ethics in Action” on Salesforce’s chief ethical
and humane use officer.
• New discussion throughout the chapter about the
various ways Netflix co-founder Reed Hastings demon-
strates leadership.
• New “Case in the News” on how the CEO of Levi
Strauss uses effective leadership strategies to help the
company and its employees succeed.
Chapter 15
• New “Manager as a Person” on how Intertape Polymer
Group’s director of operations supports the use of self-
directed teams within the organization.
• New “Management Insight” on helping a team develop
by identifying critical behaviors.
• New “Case in the News” on how Adient, the world’s
largest supplier of automotive seating, uses high-­
performance teams to maintain its competitive edge.
x
Chapter 16
• New “Ethics in Action” on how the use of questions
can foster effective communication.
• Updated discussion on the increasing importance of
technology and communication, including web-based
collaboration systems and other online communica-
tions, particularly as the COVID-19 pandemic hampers
regular business operations.
• New “Case in the News” on how Netflix aims to keep
communication honest throughout the organization.
Chapter 17
• New “Ethics in Action” on a method of giving voice
to underlying values—not individuals’ personalities—
that underlie each perspective on a particular business
issue.
• New “Focus on Diversity” on how managers need to
recognize and respect ideas put forth by employees of
different ages.
• New “Managing Globally” on the importance of man-
agers empowering local knowledge when it comes to
working with governments and aid organizations.
• New “Case in the News” on Boeing and the internal
conflicts that contributed to problems with the 737
MAX.
Chapter 18
• Updated research and discussion about the importance
of effective cybersecurity measures.
• New “Ethics in Action” on a national grocery chain’s
use of consumer data as a key part of its growth
strategy.
• New “Managing Globally” on a Chinese financial ser-
vices company that runs on artificial intelligence.
• New “Case in the News” on Royal Dutch Shell and its
continuing investment in artificial intelligence projects
to increase the company’s overall efficiency.
Flexible Organization
Another factor of interest to instructors is how we have
designed the grouping of chapters to allow instructors to
teach the chapter material in the order that best suits their
needs. For example, the more micro-oriented instructor
can follow Chapters 1 through 5 with Chapters 12 through
16 and then use the more macro chapters. The more
macro-oriented professor can follow Chapters 1 and 2 with
Chapters 6 through 11, jump to 16 through 18, and then use
the micro chapters, 3 through 5 and 12 through 15.
Our sequencing of parts and chapters gives instructors
considerable freedom to design the course that best suits
their needs. Instructors are not tied to the planning, organ-
izing, leading, and controlling framework, even though our
presentation remains consistent with this approach.
xi
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ASSURANCE OF LEARNING READY Many educa-
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ance of learning, an important element of some
accreditation standards. Contemporary Management is
designed specifically to support instructors’ assurance
of learning initiatives with a simple yet powerful solu-
tion. Each test bank question for Contemporary Man-
agement maps to a specific chapter learning objective
listed in the text.
AACSB TAGGING
McGraw-Hill Edu-
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ance and value of AACSB accreditation, Contemporary
Management recognizes the curricula guidelines detailed
in the AACSB standards for business accreditation by
connecting selected questions in the text and the test
bank to the eight general knowledge and skill guidelines
in the AACSB standards. The statements contained in
Contemporary Management are provided only as a guide
for the users of this product. The AACSB leaves content
coverage and assessment within the purview of individ-
ual schools, the mission of the school, and the faculty.
While the Contemporary Management teaching package
makes no claim of any specific AACSB qualification or
evaluation, we have within Contemporary Management
labeled selected questions according to the eight general
knowledge and skills areas.
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you in a timely fashion.
xv
ACKNOWLEDGMENTS
Finding a way to integrate and present the rapidly grow-
ing literature about contemporary management and make it
interesting and meaningful for students is not an easy task.
In writing and revising the various drafts of Contemporary
Management, we have been fortunate to have the assistance
of several people who have contributed greatly to the book’s
final form. First, we are grateful to Michael Ablassmeir, our
director, for his ongoing support and commitment to our
project and for always finding ways to provide the resources
that we needed to continually improve and refine our book.
Second, we are grateful to Haley Burmeister, our product
developer, for so ably coordinating the book’s progress; and
to Debbie Clare, our marketing manager, for giving us con-
cise and timely feedback and information from professors
and reviewers that have allowed us to shape the book to the
needs of its intended market. We also thank Beth Blech for
executing an awe-inspiring design; Jane Mohr for coordinating
the production process; and Iliya Atanasov (Rice University)
and Marcie Lensges (Xavier University) for their assistance
with research. We are also grateful to the many colleagues
and reviewers who gave us useful and detailed feedback and
perceptive comments and valuable suggestions for improv-
ing the manuscript.
Producing any competitive work is a challenge. Pro-
ducing a truly market-driven textbook requires tremen-
dous effort beyond simply obtaining reviews of a draft
manuscript. Our goal was simple with the development
of Contemporary Management: to be the most customer-
driven principles of management text and supplement
package ever published! With the goal of exceeding the
expectations of both faculty and students, we executed
one of the most aggressive product development plans
ever undertaken in textbook publishing. Hundreds of fac-
ulty have taken part in developmental activities ranging
from regional focus groups to manuscript and supple-
ment reviews and surveys. Consequently, we’re confident
in assuring you and your students, our customers, that
every aspect of our text and support package reflects your
advice and needs. As you review it, we’re confident that
your reaction will be, “They listened!”
We extend our special thanks to the faculty who gave
us detailed chapter-by-chapter feedback during the develop-
ment of this product:
Jerry Alley, Aspen University
M. Ruhul Amin, Bloomsburg University of Pennsylvania
Lindy Archambeau, University of Florida
Amy S. Banta, Ohio University
Kelly Barbour-Conerty, Parkland College
xvi
Gerald Baumgardner, Pennsylvania College of
Technology
Charles W. Beem, Bucks County Community College
James D. Bell, Texas State University
Danielle R. Blesi, Hudson Valley Community College
Susan Blumen, Montgomery College Department of
Business and Economics
Jennifer P. Bott, Ball State University
Edwin L. Bowman, Principal, Manhattanville College,
Purchase, NY
Charley Braun, Marshall University
Reginald Bruce, College of Business, University of
Louisville
Murray Brunton, Central Ohio Technical College
Charles Buchanan, The Ohio State University
Judith G. Bulin, Monroe Community College, Rochester,
New York
Barry Bunn, Valencia Community College
Aaron Butler, Warner Pacific College ADP
Gerald Calvasina, Southern Utah University
Bruce H. Charnov, Hofstra University
Alexander Chen, University of Central Arkansas
Jay Christensen-Szalanski, University of Iowa
Jason W. Coleman, Wesley College
Joy Colarusso, Daytona State College
Renee Y. Cooper, Fashion Institute of Technology
Robert Cote, Lindenwood University
C. Brad Cox, Midlands Technical College
Marian Cox Crawford, University of Arkansas–Little
Rock
Susie S. Cox, University of Arkansas–Little Rock
Cheryl Cunningham, Embry-Riddle Aeronautical
University–Daytona Beach
Teresa A. Daniel, Marshall University
Thomas W. Deckelman, Owens Community College
Richard S. DeFrank, University of Houston
Fred J. Dorn, University of Mississippi
D. Harold Doty, University of Southern Mississippi
Max E. Douglas, Indiana State University
Sandra Edwards, Northeastern State University
Stewart W. Edwards, Northern VA Community
College–Annandale
William Eichenauer, Northwest State Community
College
Scott Elston, Iowa State University
Richard Estrella, California Polytechnic University
Valerie Evans, Kansas State University
Bagher Fardanesh, Piaget Consulting
Carla C. Flores, Ball State University
Andrea Foster, John Tyler Community College
Dane L. Galden, Columbus State Community College
Justin Gandy, Dallas Baptist University
Shahbaz Gill, University of Illinois–Urbana Champaign
Jim Glasgow, Instructor, Villanova School of Business
Monica Godsey, University of Nebraska
Selina Griswold, The University of Toledo
Kathy Hastings, Greenville Technical College
Karen H. Hawkins, Miami Dade College
Travis Lee Hayes, Chattanooga State Technical
Community College
Samuel Hazen, Tarleton State University
Kim Hester, Arkansas State University
Perry Hidalgo, Gwinnett Technical College
Anne Kelly Hoel, University of Wisconsin–Stout
Robert C. Hoell, Georgia Southern University
Jenni Hunt, Southern Illinois University–Edwardsville
Irene Joanette-Gallio, Western Nevada College
Paul D. Johnson, University of Mississippi
Carol Larson Jones, Cal Poly Pomona, California
Coy A. Jones, The University of Memphis
Gwendolyn Jones, University of Akron
Kathleen Jones, University of North Dakota
Rusty Juban, Southeastern Louisiana University
Jordan J. Kaplan, Long Island University School of
Business
Joanne E. Kapp, Siena College
Renee N. King, Eastern Illinois University
Deanna R. Knight, Daytona State College
Mike Knudstrup, Florida Southern College
Susan Kowalewski, D’Youville College
Cynthia J. Lanphear, University of the Ozarks
Marcie Lensges, Xavier University
John E. Lewis, Midlands Technical College
Jim Long, Southwestern Oklahoma State University
Joyce Lopez, Missouri State University
Margaret Lucero, Texas A&M–Corpus Christi
Nicholas Mathys, DePaul University
Daniel W. McAllister, University of Nevada–Las Vegas
Christy McLendon Corey, University of New Orleans
Chrisann Merriman, University of Mary Hardin–Baylor
Douglas L. Micklich, Illinois State University
Sandra Jeanquart Miles, Murray State University
Carol T. Miller, Community College of Denver
Don C. Mosley Jr., University of South Alabama
Clive Muir, Stetson University
Troy V. Mumford, Colorado State University
Bahaudin G. Mujtaba, Nova Southeastern University
Jane Murtaugh, College of DuPage
Renee Nelms King, Eastern Illinois University
Nanci D. Newstrom, Eastern Illinois University
Catherine Nowicki, International Business College
John Overby, The University of Tennessee at Martin
Karen Overton, Houston Community College
Eren Ozgen, Troy University, Dothan Campus
Fernando A. Pargas, James Madison University
Marc Pendel, Miller College of Business, Ball State
University
Susan A. Peterson, Scottsdale Community College
Ronald Purser, San Francisco State University
Gary Renz, Webster University
Bruce Wayne Richardson, Northeastern State
University–Broken Arrow Campus
L. Jeff Seaton, University of Tennessee–Martin
Gregory J. Schultz, Carroll University
Marc Siegall, California State University–Chico
Randi L. Sims, Nova Southeastern University
Michaeline Skiba, Monmouth University–Leon Hess
Business School
Frederick J. Slack, Indiana University of Pennsylvania
M. James Smas, Kent State University
Gerald Smith, University of Northern Iowa
Marjorie Smith, Mountain State University
Susan D. Steiner, The University of Tampa
Steven A. Stewart, Georgia Southern University
Warren Stone, University of Arkansas at Little Rock
Cynthia L. Sutton, Metropolitan State College of
Denver
Laurie Taylor-Hamm, California State University,
Fresno
Sabine Turnley, Kansas State University
Isaiah O. Ugboro, North Carolina A&T State University
Velvet Weems, Landingham, Kent State University
John Weiss, Daytona State College
William K. Wesley, Golden Gate University
W. Alexander Williams Jr., Texas A&M
University–Commerce
Elizabeth Wilson, Georgia Southwestern State
University
Jan Zantinga, University of Georgia
Finally, we are grateful to two incredibly wonderful chil-
dren, Nicholas and Julia, for being all that they are and for
the joy they bring to all who know them.
Gareth R. Jones
Jennifer M. George
Rice University
xvii
CONTENTS

Part One | Management

Chapter 1 Be the Manager 26 | Case in the News: GE Drives Away from

Transportation 27
Managers and Notes 28
Managing 2

A MANAGER’S CHALLENGE Chapter 2

CEO Fosters Growth at SurveyMonkey 3 The Evolution of
­Management Thought 30
Overview 4
What Is Management? 4
Achieving High Performance: A Manager’s Goal 4 | A MANAGER’S CHALLENGE
Why Study Management? 6 Customer Experience Is the Focus at Comcast 31
Essential Managerial Tasks 6
Planning 6 | Organizing 7 | Leading 7 | Overview 32
Controlling 8 | MANAGER AS A PERSON: What Makes
Mandy Ginsberg a Good Fit for Match 8 | Scientific Management Theory 32
Performing Managerial Tasks: Mintzberg’s Typology 9 | Job Specialization and the Division of Labor 33 | F. W. Taylor
and Scientific Management 34 | The Gilbreths 35
Levels and Skills of Managers 10
Levels of Management 11 | Types of Managerial Administrative Management Theory 36
Skills 13 | MANAGEMENT INSIGHT: Skills Required for a The Theory of Bureaucracy 36 | Fayol’s Principles of
City Manager 14 Management 38 | MANAGEMENT INSIGHT: E Source’s
Approach to Employee Satisfaction and Productivity 41
Recent Changes in Management Practices 16
Restructuring and Outsourcing 16 | Empowerment and Behavioral Management Theory 42
Self-Managed Teams 17 The Work of Mary Parker Follett 42 | The Hawthorne
Studies and Human Relations 42 | Theory X and
Challenges for Management in a Global Theory Y 44
Environment 18
Management Science Theory 45
Building Competitive Advantage 18 | Maintaining
Ethical and Socially Responsible Standards 20 | Organizational Environment Theory 46
ETHICS IN ACTION: Giving Employees a Nudge 21 | The Open-Systems View 46 | MANAGER AS A PERSON: How
Managing a Diverse Workforce 22 | Utilizing New Paul Wiedefeld Runs the Washington Metro 47 |
Technologies 23 | Practicing Global Crisis Contingency Theory 48 | Dynamic Capabilities 50 |
Management 23
Summary and Review 50
Summary and Review 24 Management in Action 52 | Building Management Skills 52 |
Management in Action 25 | Building Management Skills 25 | Managing Ethically 53 | Small Group Breakout Exercise 53 |
Managing Ethically 26 | Small Group Breakout Exercise 26 | Be the Manager 54 | Case in the News: How Red Robin Is
Trying to Fly High 54
Notes 55

xviii
 Contents xix

Chapter 3 Values, Attitudes, and Moods and Emotions 66

Values, Attitudes, Emotions,
and Culture: The Manager
as a Person 58
Values: Terminal and Instrumental 66 | ETHICS IN ACTION:
Promoting Ethical Behavior in the Hotel Industry 67 |
Attitudes 67 | Moods and Emotions 70
Emotional Intelligence 71
MANAGING GLOBALLY: Emotional Intelligence Varies by
Culture 72

A MANAGER’S CHALLENGE Organizational Culture 73

Managers and Organizational Culture 74 | The Role of
John Hancock CEO Ensures a Bright Future 59
Values and Norms in Organizational Culture 75 |
MANAGEMENT INSIGHT: Organizational Culture: Make Sure

Overview 60 It’s a Good One 77 | Culture and Managerial Action 80

Enduring Characteristics: Personality Traits 60
The Big Five Personality Traits 60 | MANAGER AS A PERSON:
Making the Grade as a Business Founder 63 | Other
Personality Traits That Affect Managerial Behavior 64 |
Additional Personality Assessments 65
Summary and Review 81
Management in Action 83 | Building Management Skills 83 |
Managing Ethically 83 | Small Group Breakout Exercise 84 |
Be the Manager 84 | Case in the News: Google Searches for
Ways to Keep Its Culture Strong 84
Notes 85

Part Two | The Environment of Management

Chapter 4 Responsible? 114 | The Role of Organizational

Culture 114
Ethics and Social Summary and Review 115
Responsibility 90 Management in Action 116 | Building Management Skills 116 |
Managing Ethically 116 | Small Group Breakout Exercise 117 |
Be the Manager 117 | Case in the News: Chevron Tries to
Stay on the High Road in Venezuela 117
A MANAGER’S CHALLENGE Notes 119

UPS Foundation’s Martinez Takes His Role Seriously 91

Overview 92
The Nature of Ethics 92
Chapter 5
Ethical Dilemmas 92 | MANAGEMENT INSIGHT: Managing Diverse
Embedding Ethics in Organizational Culture 93 | ­Employees in a
Ethics and the Law 94 | Changes in Ethics over Multicultural
Time 94
Environment 122
Stakeholders and Ethics 95
Shareholders 96 | Managers 96 | Ethics and
Nonprofit Organizations 98 | Employees 99 | Suppliers
and Distributors 99 | Customers 99 | Community, A MANAGER’S CHALLENGE
Society, and Nation 99 | MANAGER AS A PERSON: CEO Puts
Diversity and Inclusion Goals on Target at Intel 123
People First at Ferring USA 100 | Rules for Ethical
Decision Making 101 | Why Should Managers Behave
Ethically? 104 Overview 124
Ethics and Social Responsibility 106 The Increasing Diversity of the Workforce and
Societal Ethics 106 | Occupational Ethics 107 | the Environment 124
Individual Ethics 107 | Organizational Ethics 108 |
Age 125 | Gender 126 | Race and Ethnicity 127 |
ETHICS IN ACTION: Chatbot Helps Employees with Ethics 110
FOCUS ON DIVERSITY:Impact of Hispanics on the U.S.
Approaches to Social Responsibility 111 Workforce 127 | Religion 128 | Capabilities/
Four Different Approaches 112 | MANAGING GLOBALLY: Disabilities 129 | Socioeconomic Background 129 |
Protecting Home-Based Workers 113 | Why Be Socially Sexual Orientation 130 | Other Kinds of Diversity 131
Another random document with
no related content on Scribd:
suffered by the military tyranny to which it was subjected. The object
of France was to separate it from Switzerland, in order to keep a
route open across the Alps into Italy.
In the same degree as popular consideration ceased to attend the
ever-changing but equally odious aspects of the new government,
individual opinions and wild fancies obtained prevalence. Mystical
views were propagated in Appenzell; and the anabaptists reared
their heads once more in Bern and Zurich. The quiet of the former
town and its neighbourhood was suddenly disturbed by a swarm of
fanatics from Amsoldingen. Two years before, a quack doctor and
fanatic, by name Antony Unternerer, had fixed his abode in that
village. A certain flow of language, combined with prepossessing
manners and the profuse employment of benedictory formulas in
human diseases, as well as in those of cattle, had gained for this
fellow the confidence of the multitude. He held meetings in which
particular parts of the New Testament were interpreted in a new and
peculiar manner; and his adherents ceased their attendance on the
ordinary divine service. Unternerer addressed a summons in writing
to the supreme tribunal of Bern, to appear, with all its prisoners and
their keepers, in the cathedral church on the morning of Good Friday,
when the Saviour of the world would ascend the pulpit and hold his
judgment. He also summoned all his disciples to meet at Bern on the
same day. Many of them had already remained during several days
assembled together; and, anticipating the coming judgment, had
transferred their worldly possessions to others. Curiosity drew a
multitude together from all quarters. Unternerer himself was
announced as Saviour by his adherents; and seditious projects
peeped out under the mantle of fanaticism. However, such a
wholesome effect was produced by the arrest of the ringleader, the
consignment of his most conspicuous followers to the lunatic
hospital, and the billetting of dragoons in the houses of others, that
the poor enthusiasts soon came to their senses, lamenting the error
of their ways and the transfer of their properties.

THE EVACUATION OF SWITZERLAND; THE NOMINATION OF

DEPUTIES (1802-1803 A.D.)
 The Peace of Amiens, betwixt France and the
[1802-1803 a.d.] other belligerent powers in consequence of
which the French garrisons were drawn home
out of Switzerland, afforded opportunity to the party and provincial
spirit to show itself with new vigour. On the 12th of July Montrichard,
the French resident in Switzerland, communicated in an extra-official
note to the Helvetic landammann, Dolder, that he had received
commands from the minister of war to hold himself, with the troops
under his orders, in readiness for instant return to France. The
landammann laid this note before the then executive council, who
were considerably embarrassed by its import, and addressed
themselves to Montrichard and to the Swiss ambassador at Paris, to
petition for a postponement of the measure. But shortly afterwards,
Boizot, secretary of the Helvetic embassy, arrived from Paris with
Talleyrand’s note, which fixed for the approaching 20th of July the
complete evacuation of Switzerland. It was now out of the question
for the heads of the Helvetic government to oppose themselves to a
measure invoked by the wishes of a large majority. Accordingly the
executive council did its best to assume an unconstrained and easy
attitude; and with all expedition voted its liveliest thanks to the first
consul for his purpose of withdrawing his troops from Switzerland,
which they hailed as the highest proof of his benevolence and
respect for the independence of the Helvetic nation.
The reply of the French minister was couched in terms of
disinterested delicacy, which almost seemed ironical. He talked of
the French troops as the battalions which the first consul had
consented to leave in Switzerland on the conclusion of peace. He
based the proposed measure on the confidence entertained by the
first consul in the virtues of the Helvetic people, who were now better
agreed, as he said, on the principles of political organisation, and in
whose attachment the government would find sufficient securities for
the maintenance of order and tranquillity. “The Helvetic government
could regard this resolution but as a pledge of the consul’s
confidence in its friendly intentions and policy, and of his
disinclination to meddle with the internal affairs of other nations.”
 It is impossible to assign with any certainty the motives by which
this ambiguous language and conduct were dictated. The first consul
may have meant to give a popular example of moderation and
respect for the faith of treaties; or he may have designed a covert
chastisement for the feeble attempts at independence made by the
Helvetic government and its refusal of unconditional acquiescence in
the projected separation of the Valais; or he may have wished to
extort an express prayer for the stay of his troops, or to revive the
struggle of parties, and compel the Helvetic government to throw
itself into the arms of France, and urge him, as though against his
will, to assume the part of arbiter and ruler; or, finally, perhaps, the
best solution of his conduct may be found by supposing the
combination of all or most of these motives.
Conformably with the system thus enforced upon them, the
executive council made known to the Swiss people the departure of
the French troops, as a gracious boon the offer of which they had
eagerly accepted. In effect, the removal of these troops was
performed with such celerity that none were left behind but the sick
in the hospitals and a handful of men here and there to guard
whatever French property was not of a movable description.
The news of the retreat of the French troops and the ill-concealed
uneasiness of the government flew through the country with
wonderful rapidity, and everywhere roused the concealed but
numerous enemies of the existing order, who had hitherto lurked
inactively, as it were in scattered cantonments. The Valais declared
itself independent. Uri, Schwyz, and Unterwalden took up arms
against the Helvetic government. The town of Zurich, likewise, threw
off allegiance to it—an example which was speedily followed by
Schaffhausen and Bâle. A general levy took place in the Aargau
against Bern: the helpless Helvetic government fled for refuge to
Lausanne, while a diet was held in Schwyz for the restoration of the
old league. The feeble body of troops in the pay of the government
were driven from the interior of the country, and followed their
employers into the Vaud: everywhere the opposite factions prepared
for active hostilities; the towns planned the destruction of the general
government; the peasants armed for their freedom against the
pretensions of the towns; and the Pays de Vaud arrayed itself in
defence of Helvetic unity. Blood had already flowed, and civil war
appeared inevitable, when Napoleon turned his eyes again upon
Switzerland, and commanded peace in a tone which was not apt to
meet with resistance.
“Inhabitants of Switzerland” (such were the terms of a declaration
addressed by him through General Rapp to the cantons of the
Helvetic Republic): “you have presented, during two years, a
melancholy spectacle. Sovereign power has alternately been seized
by opposite factions, whose transitory and partial sway has only
served to illustrate their own incapacity and weakness. If you are left
to yourselves any longer, you will cut one another to pieces for
years, without any prospect of coming to a rational understanding.
Your intestine discord never could be terminated without the effective
interposition of France. I had resolved not to mix in your affairs; but I
cannot and will not view with indifference those calamities to which I
now perceive you exposed. I retract my former resolution. I offer
myself as your mediator, and will exert my mediation with that energy
which becomes the powerful nation in whose name I speak. Five
days after reception of the present declaration, the senate shall
assemble at Bern to nominate three deputies to be sent to Paris, and
each canton will also be admitted to send delegates thither. All
citizens who have held public employments during the last three
years may also appear at Paris to deliberate by what means may
best be effected the restoration of concord and the reconciliation of
parties. Every rational man must perceive that my purposed
mediation is a blessing conferred on Switzerland by that providence
which, amidst so many concurring causes of social dissolution, has
always preserved your national existence and independence. It
would be painful to think that destiny had singled out this epoch,
which has called to life so many new republics, as the hour of
destruction to one of the oldest commonwealths in Europe.”
The Helvetic senate instantly replied to this announcement by
declaring that it received, with lively gratitude, this new proof of the
friendly dispositions of the first consul, and would conduct itself in all
points in conformity with his wishes. In a proclamation addressed to
the Helvetic people, after some allusion to the mighty and uplifted
arm of the mediator, it recommended union, tranquillity, and calm
expectation. The cantonal diets met to elect deputies to Paris. The
several communes also were permitted to despatch delegates thither
at their own expense. The mandate of Napoleon and the presence of
his soldiers induced conflicting parties to suspend their hostilities,
and tacitly, at least, to acquiesce in his mediation, as they could
come to no agreement with each other.
On the 10th of December, 1803, Swiss
[1803-1813 a.d.] delegates were received in the office of foreign
affairs at Paris, to hear a note of Bonaparte
read, in which he addressed them as president of the French and
Cisalpine republics, and laid down the basis of his intended
mediation. “A federal constitution,” he said, “is a point of prime
necessity for you. Nature herself has adapted Switzerland for it.
What you want is an equality of rights among the cantons, a
renunciation of all family privileges, and the independent federative
organisation of each canton. The central constitution may be easily
arranged afterwards. The main points for your people are neutrality,
promotion of trade, and frugal administration: this is what I have
always said to your delegates when they asked my advice; but the
very men who seemed to be the best aware of its truth turned out to
be the most obstinately wedded to their privileges. They attached
themselves, and looked for support, to the enemies of France. The
first acts of your insurgents were to appeal to the privileged orders,
annihilate equality, and insult the French people. No party shall
triumph; no counter-revolution take place. In case of violation of
neutrality, your government must decide upon making common
cause with France.”
On the 12th, Bonaparte received a select number of the Swiss
deputation to whom he further addressed himself as follows: “The
only constitution fit for Switzerland, considering its small extent and
its poverty, is such a one as shall not involve an oppressive load of
taxation. Federalism weakens larger states by splitting their forces,
while it strengthens small ones by leaving a free range to individual
energies.” He added, with an openness peculiar to great characters,
and unequivocally indicative of good will, “When I make any demand
of an individual, he does not often dare to refuse it; but if I am forced
to apply myself to a crowd of cantonal governments, each of them
may declare itself incompetent to answer. A diet is called: a few
months’ time is gained; and the storm blows over.”
Almost every word of the first consul during these negotiations has
historical value. Most of his expressions wear a character of
greatness; all of them afford a clue to the system on which he acted.
One or two passages, taken at random here and there, will suffice
for a specimen: “It is the democratic cantons which distinguish you,
and draw on you the eyes of the world. It is they which do not allow
the thought of melting you up with other states to gain any
coherence or consistency. The permission to settle wherever they
please, in pursuit of their vocation, must be extended to all natives of
Switzerland. The small cantons are said to be averse to this
principle; but who on earth would ever think of troubling them by
settling amongst them? France will re-open a source of profit in
favour of these poorer cantons, by taking additional regiments into
her pay. France will do this, not because she needs additional troops
but because she feels an interest in attaching these democracies.”

THE ACT OF MEDIATION (1813 A.D.); CABALS FOLLOW

NAPOLEON’S FALL

The Act of Mediation, which resulted from these conferences,

restored the old federative system; but not without introducing very
considerable improvements. The amnesty announced by it
precluded all persecutions, and the new agitations necessarily
arising from them. All servitude and all privilege were abolished;
while equality of rights and freedom of industry were established.
The mischievous freedom formerly enjoyed by the several cantons of
entering into hostilities or alliances against each other was quite put
an end to. In future, they could only use their arms against the
common enemy; and the objects of the whole league could no longer
be frustrated by the humours of its individual members.
 The dissolution of the Helvetic general government followed
naturally on the completion of the above-mentioned arrangements;
and soon afterwards Napoleon recalled his troops from Switzerland.
The people, in almost every part of the country, returned quietly to
their usual occupations, and tendered their allegiance to the new
order of things. In the canton of Zurich alone several communes
refused the oaths; complaining of the difficulties newly thrown in the
way of the redemption of tithes, ground-rent, and other burdens.
They would listen to no friendly representations; but committed acts
of violence on unoffending functionaries, set fire to the castle of
Wadenschwyl, and finally took to arms. The prolonged disorders of
former years had accustomed them to lawless self-defence; but the
insurrection was soon suppressed by the aid of the neighbouring
cantons, combined with the well-affected part of the Zurichers.
The ringleader John James Willi, shoemaker in the village of
Horgen, and others of his more conspicuous comrades, were
punished with death. The less distinguished rioters suffered
imprisonment, and forty-two offending communes were visited with a
war-tax of above 200,000 florins. It was well that the first flame of
revolt was speedily extinguished, before it had time to spread itself
through the country. Parties remained everywhere unreconciled; and
each imagined nothing to be required for their predominance but the
fall of the new order of things. The friends of Helvetic unity still
murmured at the cantonal partition of the country. The monasteries
murmured as they felt their existence threatened; and Pancrace, the
ci-devant abbot of St. Gall, openly stigmatised the inhabitants of that
district as contumacious vassals of the empire. Many of the country
people murmured, who wished for Landsgemeinde, on the model of
the original cantons. Many patrician and city families murmured that
their privileges were swept away, and the peasantry no longer their
subjects. The majority of the people, however, wished for nothing but
peace and quiet, and decidedly adhered to the existing order of
things, and the rights which they had acquired under that order.
Thus the peace of the country remained for the most part
undisturbed; and a series of comparatively prosperous years
followed. The energies of the Swiss had been awakened by the
years of revolution and of civil war, and displayed themselves in a
hitherto unprecedented degree. They no longer stood apart from
each other as formerly, like strangers; but had been made better
acquainted by the storms of social collision. The concerns of each
canton were now interesting to all. Journals and newspapers, which
had formerly been suppressed by timid governments, instructed the
people in useful knowledge, and drew its attention to public affairs.
The Swiss of all cantons formed societies for the furtherance of
objects of common utility, for the encouragement of various arts and
sciences, and for the maintenance of concord and patriotism. The
canal of the Linth formed a lasting monument of this newly
reawakened public spirit.
Since the people had ceased to be viewed as in a state of
perpetual infancy a new impulse was given to trade and industry,
which were now no longer cramped and confined, as formerly, by
corporate restrictions and monopolies. The participation in public
affairs allowed to all free citizens enforced a mild and equitable
conduct on the governments. Schools were increased and improved
throughout the country; the military force was newly organised; and,
on the whole, a greater number of laudable objects were provided for
in the space of ten years than had been thought of in the previous
century.
When the throne of Napoleon sank under the power of the allies,
the public-spirited part of the Swiss nation fondly imagined that the
hour was come in which their country’s honour and independence
might be established on a firmer footing than ever. To preserve the
benefits gained to the land by his act of mediation was the wish of a
large majority of the people. If the Swiss had sometimes felt, along
with others, the iron arm of that formidable despot (who had,
however, spared them more than any neighbouring population), yet
his gift of a constitution had become deservedly dear to them. It had
dried up innumerable sources of discord. Under it a fellow-feeling,
never before experienced, had been diffused in the same degree as
individual pride had been humbled. The cessation of a state of
subjection, wherever it had before existed, had decupled the number
of confederates, and all restraints on free communication betwixt one
canton and another had been removed.
The cantons sent their contingents for the protection of the
frontiers, voted extraordinary imposts for their maintenance, and a
diet was assembled at Zurich with unanimous instructions from its
constituents. This body declared with one voice its resolution “to
observe a conscientious and impartial neutrality with regard to all the
high belligerent powers,” expressing, at the same time, its full
anticipation that “the same would be acknowledged upon their part.”
It addressed itself as follows to the confederates: “The great and
only end of all our endeavours is to maintain this neutrality by every
means in our power; to protect our country’s freedom and
independence; to preserve its soil inviolate, and to defend its
constitution.” The senate of Bern expressed itself as follows: “Our
object is to guard the pacific borders of our country inviolate from the
march of foreign armies; we are unanimously resolved, however, at
all events, to maintain tranquillity, order, and security in our canton
by all the means which stand in our power.”
Such was the general sense of the Swiss people. Not such,
however, was the sense of the great families in the once dominant
towns of the confederation. Many of these wished to see their
country invaded by foreign armies, by aid of which they hoped to
restore the old league of the thirteen cantons, with all its hated
appendages of sovereignty and servitude, which had vanished from
the face of the land in 1798.
The Swiss delegates were received in a friendly manner by the
emperor of Austria and the king of Prussia; but no direct recognition
of their neutrality was vouchsafed to them. The satellites of these
monarchs gave them distinctly to understand that Switzerland was
regarded and would be treated as nothing else than as a limb of the
French system. A large Austrian force was collected on the frontiers,
particularly in the neighbourhood of Bâle; yet many still believed that
a determined vindication of neutrality would not be put down by
violence. In the meantime, the Swiss delegates were stopped at
Fribourg in Brisgau on their return homewards from Frankfort, and
their letters were intercepted. A general enervation seemed to have
spread itself over the conduct of the affairs of the confederation at
this crisis. There is no ground for supposing that the men who led
their forces and presided in their governments acted the part of
secret conspirators against the order of things which they professed
to defend. But when the overwhelming powers of the allies came
pouring in upon them; when these were joined by kings who owed
their crowns to Napoleon; when even the French ambassador
dissuaded reinforcement of the frontier cordon—when, in short, the
ancient state of things renewed its sway on every side, while a
decided popular will showed itself nowhere, opposition was in a
manner overwhelmed by the force of circumstances.
A proclamation, couched in terms of mildness and of amity, was
issued by Prince Schwarzenberg, the Austrian commander-in-chief;
and at the same time Count Capo d’Istria declared, on his arrival in
Zurich, that the monarchs could not recognise a neutrality which, in
the existing situation of Switzerland, must be nothing more than
nominal. The armies of the allied powers hoped to find none but
friends there. Their majesties pledged themselves solemnly not to
lay down their arms until they should have secured the restoration to
Switzerland of the territories wrested from her by France—a pledge
which we shall presently see was adhered to but indifferently. They
disclaimed all wish to meddle with her internal constitution; but at the
same time could not allow her to remain under foreign influence.
They would recognise her neutrality from that day in which she
became free and independent.
The Austrian army marched over the Rhine on the 21st of
December, 1813, through the territories of Bâle, Aargau, Solothurn,
and Bern, into France. During the first months of the following year
the burdens and even the dangers of war were felt very severely in
the northern and western parts of Switzerland, particularly in Bâle,
which received much annoyance from the obstinate defence of
Hüningen, and the hostile disposition of the commander of that
place. Geneva, too, while she welcomed in anticipation the new birth
of her ancient independence, saw herself suddenly surrounded with
the actual horrors of warfare, and threatened with a regular siege.
The continual passage of large bodies of troops brought malignant
fevers and maladies in their train, and it became more and more
difficult to supply them with provisions.
On the entrance of the Austrian troops, Bern set the example of
abolishing the Act of Mediation, and reclaimed the restoration of the
predominance which she had previously enjoyed in the Helvetic
body. The example was followed first by Solothurn and Fribourg, and
then by Lucerne. In Zurich, too, the diet declared the Act of
Mediation, by virtue of which it was sitting, null and void, and drew
up a plan for a new confederation of the nineteen cantons. But this
was not enough for some of the men in power at that time, who
demanded nothing short of the restoration of the old league of the
thirteen cantons, and had already summoned the Pays de Vaud and
the Aargau to return under the government of Bern. These cantons,
however, resolutely rejected the proposal.
The diet, which was again convoked at Zurich and consisted of
delegates newly elected by all the nineteen cantons, was now the
only feeble bond which kept the Helvetic body together. Interested
voices were raised on every side for annihilating or mutilating the last
constructed cantons, which for sixteen years had enjoyed the boon
of freedom and independence. Zug demanded a part of its former
subject lands from the Aargau; Uri, the Valle Levantina from the
canton of Ticino; Glarus, the district of Sargans from the canton of
St. Gall; the prince abbot Pancrace, his former domains and
sovereignties in the Thurgau; Schwyz and Glarus combined to
demand compensation for their privileges over the districts of
Utznach, Gaster, Wesen, and Ersatz; Unterwalden, Uri, and Schwyz
united in a similar demand for compensation for the sovereign rights
which had formerly been possessed by them in Aargau, Thurgau, St.
Gall, and on the Ticino.
In these cabals and commotions Zurich, Bâle, and Schaffhausen
displayed the least of prejudice or passion; while the Aargau and the
Vaud showed themselves worthy of their freedom by the spirited
resolution of their people. In the lands and towns of Bâle, Solothurn,
and Zurich it was proposed to espouse the cause and rally round the
standard of the Aargau. Bern, however, avoided open hostilities, and
even offered to recognise the independence of the Vaud on certain
conditions, which were rejected by the latter. Aargau now made
menacing demonstrations, and a dangerous ferment showed itself in
the Oberland. Here, as in many other places, the jealousy and
suspicion of the various parties came into play, in proportion as
discussion was broached on the limits to be assigned to the rights of
the people and their governments. News was daily received of
scattered plots and insurrections, of imprisonments and
banishments, in various places. The town of Solothurn called for the
protection of a Bernese garrison against the threatened attacks of its
own people. Swiss troops were precipitately despatched to the
banks of the Ticino to prevent the breaking out of civil war; while
other troops were sent into the canton of St. Gall to put an end to a
scene of absolute confusion.
While Switzerland was thus given up to a
[1815 a.d.] state of such disquietude that blood had already
flowed in more than one district, and the gaols
of several towns were filled with prisoners, the plenipotentiaries of
the great powers were sitting in congress at Vienna, to establish the
peace of Europe on a durable foundation. The allies had already
allowed the addition to the Helvetic body of Geneva, as well as of the
Valais, and the Prussian principality of Neuchâtel. Swiss delegates
made their appearance with equal promptitude in the imperial
metropolis on the Danube, as they had done eleven years before in
the capital of France.
But the politics of Europe moved no faster at Vienna than those of
Switzerland did at the diet of Zurich. No settlement of Swiss affairs
had been made, when the sudden news of Napoleon’s landing from
Elba and his triumphal march through France awakened European
diplomacy once more from its slumbers. The diet called to arms the
half contingent of fifteen thousand men for the defence of the
frontiers. Two battalions of the Vaud were detached hastily to
Geneva, and the same canton received as friends and comrades the
troops of Bern, against which it had taken up arms a month before.
The most important elements of discord seemed to have
disappeared—the most inveterate enemies to be reconciled.
 On the 20th of March, 1815, the definitive arrangements of the
allied powers were promulgated. The existing nineteen cantons were
recognised, and the increase of their number to two-and-twenty
confirmed, by the accession of Geneva, Neuchâtel, and the Valais.
The canton of Vaud received back the Dappenthal, which had been
taken from it by France. Bienne and the bishopric of Bâle were given
to Bern by way of compensation for its former sovereign rights over
the Vaud. One moiety of the customs received in the Vale Levantina
was assigned to Uri; the prince abbot Pancrace and his ci-devant
functionaries were indemnified with 8000 florins yearly. A decision
was also given on the indemnification of those Bernese who had
possessed jurisdictions in the Pays de Vaud, and on many other
points in dispute. The complaints of the Grisons alone were
disregarded—Chiavenna, the Valtellina, and Bormio, which had now
become the property of Austria, were neither restored nor was any
compensation for them given, notwithstanding the clause to the
contrary in Prince Schwarzenberg’s proclamation.
The cantons now remodelled their respective constitutions in the
midst of agitations of all kinds. Those in which the supreme power is
assigned to the Landsgemeinde for the most part removed the
restrictions on the popular prerogative, which had been introduced
by the Act of Mediation, and approximated anew to pure democracy.
In the city cantons the capitals recovered, though in various
modifications and proportions, a preponderance in the system of
representation. Even in these privileged places, however, many
friends of the public weal remained true to the conviction tried and
proved by past experience (and about to receive after no long period
additional confirmation from the march of events)—that participation
of the lesser towns and rural districts in public functions was a
requisite condition for the permanence of tranquillity; and that the
members introduced from these remoter parts of the country would
form vigorous roots of the slender stem of authority, and fix them
wide and deep in a republican soil.

SWITZERLAND DEVELOPS ALONG NEW LINES

 In 1817, the confederates were led by the
[1817-1823 a.d.] invitation of the emperor Alexander into a signal
deviation from the policy of their forefathers.
They entered into a close alliance with Austria, Russia, and Prussia;
and allowed themselves to be mixed up with the system of the great
powers, by giving their adhesion to the Holy Alliance, unmindful of
the lessons left by the Swiss of old times.
On the conclusion of the War of Liberation from Napoleon, an
opinion which the allied powers had encouraged by their promises
became prevalent through great part of Germany—that the efforts of
the people should be requited by the grant of representative
constitutions. The realisation of this object was pursued by open and
secret means, which soon aroused attention and mistrust on the part
of the governments. Investigations were set on foot, followed up by
penal inflictions; and many of the accused parties made their escape
into Switzerland. A similar course was taken by some Italians, on the
suppression of the Piedmontese revolts and the abortive revolution
of Naples. Natives of France, moreover, who had given offence to
their government, either by republican principles or by adherence to
the cause of Napoleon, in like manner sought a place of refuge in
Switzerland. These occurrences did not fail to give umbrage to
several cabinets, which was increased by the friendly welcome and
assistance afforded to the fugitives from Greece. It never seemed to
occur to foreign potentates what a blessing in the vicissitudes of
European affairs was the existence of a land to which political
victims of all parties might resort as an inviolable sanctuary.
The year 1823, that of the French invasion of Spain under Louis
XVIII, seemed an epoch of especially unfriendly dispositions in more
than one European court against Switzerland. There were
personages who would willingly have used these dispositions to
effect some limitation of Helvetic independence; but their influence
was either insufficient for that purpose in the cabinets to which they
belonged, or Europe seemed as yet not ripe for success in such an
experiment. Meanwhile the remonstrances and demands of
continental powers afforded matter of anxious consultation to the
Helvetic diet; and their usual subjects of discussion were increased
by two new topics—foreign police and surveillance of the press.
It was resolved that both these points touched the prerogatives of
the separate cantons, and therefore did not admit of decision at any
general diet. An invitation was accordingly issued to the
governments of all the cantons, exhorting them to adopt vigorous
measures, in order that nothing might find its way into newspapers
and journals inconsistent with proper respect to friendly
governments. With regard to foreign police it was proposed to take
measures for preventing the entrance or residence of such strangers
as had left their country on account of crimes or efforts at
disturbance of the public repose; and for providing that no foreigners
should be admitted except such as could show certificates or
passports from their respective governments.
In many of the cantons these demands were met by a ready
alacrity not only to urge their execution in their full extent but even to
improve on them by subjecting discussion of domestic as well as of
foreign affairs to strict surveillance. On the other hand, in more
enlightened parts of the confederacy, it was thought that public
discussion and the old right of sanctuary should be guarded from
every species of encroachment. The diets continued to busy
themselves with deliberations on both subjects. Returning tranquillity
diminished the uneasiness of the cabinets; and, by consequence
their inquisitive and minute attention to Switzerland. Individuals lost
the importance which had formerly been ascribed to them, and the
sojourn of strangers in Switzerland again became freer. The press
occasioned more prolonged discussions at the diets and in several
of the councils; but in the midst of these it obtained more and more
freedom, and in some districts shook off all its former restrictions.
During these years an interest in church affairs diffused itself
amongst laymen, as well as amongst theologians by profession. In
the educated classes religious indifferentism became less frequent;
while the genuine spirit of tolerance made progress. This tendency,
like every other widely extended mental movement, had its
questionable as well as its pleasing features. Shocking ebullitions of
fanaticism are reported to have taken place in Zurich, Bern, and
other cantons. A footing was gained in Fribourg and the Valais by the
revived order of Jesuits; and the friends of human improvement
could not regard without anxiety their influence in ecclesiastical
matters and in education.b

REACTION AND REFORM; EFFECTS OF THE REVOLUTION OF

JULY

The reaction making itself manifest throughout Europe in the third

decade of the nineteenth century appeared also in the individual
cantons of Switzerland and in its general government. The same
disparity between the rights of the nobility and those of the people
which existed in northern Germany was to be found here. As we
have seen, the cantons for the most part had an aristocratic
government in which a few favoured families, the patricians, had so
decided a preponderance that there was hardly a shadow of
representation of the people. As at an earlier period in other
countries there had been a distinction between Stadt and Amt (city
and subject land), so at this time in Switzerland the same distinction
was still made between Stadt and Landschaft (city and rural district).
The citizens belonging to the latter were permitted to send but a few
members to the “great council” of a canton.
With such privileges in the hands of the patrician families the
administration of the state was as bad as possible. Offices were
apportioned more according to birth than merit, the finances were
not always managed in the interests of the state. The evils of the
administration of justice had become proverbial. Federal laws for the
regulation of domestic intercourse and commerce were not thought
of. The diet which met at one of the three leading places (Vororte)—
Bern, Zurich, and Lucerne—did not fall behind the German diet in
reactionary sentiment, adhered closely to the system of Metternich
and sent its men as mercenaries to France and Naples that it might
provide appointments as officers for the young patricians.
The younger generation, such as was
[1830-1832 a.d.] growing up at the universities and elsewhere,
would not content itself with such republics.
Everywhere the opposition of the liberals was becoming active
against the rule of the oligarchies. Since the uprisings in northern
Germany, especially, the demand for constitutional reforms became
still more general. Societies were formed and the liberal press did
not tire in proclaiming the principles of the new era; political equality,
abolition of all privileges, equal representation for all the citizens of a
canton, freedom of the press, etc. Bern, at that time the chief place
(Vorort, capital), whose government was the most aristocratic of all,
September 22nd, 1830, sent a circular letter to the governments of
the cantons urging them to proceed against the press and to hold
fast to the old constitutions. This only fanned the flame. In the
months of October and November assemblies of the notables and of
the people were held in almost all the cantons, the principles of new
constitutions were determined upon, and in a few weeks the
governments were forced to accept them.
Already before the revolution
of July, in May, 1830, the
oligarchal-ultramontane
government in Ticino was
overthrown and a different one
erected on a democratic basis.
The new constitution was
accepted by the people in
March, 1831. Events took a
similar course in Zurich, where it
was chiefly a matter of the
relation of the rural districts
(Landschaft) to the too powerful
city; in Aargau, St. Gall,
Lucerne, Solothurn, Fribourg—
where the hierarchical
aristocracy, supported by the
Jesuits and congregationalists
(Congregisten) who had been
driven out of France, mustered
out soldiers but was overthrown
together with everything Place de la Palud, Lausanne
belonging to it; in Vaud—where,
acting with the hot-bloodedness
of Frenchmen, the people called out to the great councillors (Gross-
räthe) of Lausanne, “Down with the tyrants!” and established a
radical constitution; in Schaffhausen and in Bern—where the
deposed government for a time had the mad plan to maintain itself
by help of the discharged Swiss soldiers of Charles X; in Bâle—
where bloody encounters twice occurred, and where for the
adjustment of the quarrel federal troops had to take station, the great
council of the city consented rather to a separation from the rural
districts than conform to their demands. Thus there were formed
here in 1832 the two half-cantons, Bâle (city) and rural Bâle (with its
government at Siestal). Similar desires for separation also showed
themselves in Schwyz and Valais, but they were laid aside after
embittered conflicts. On the other hand, the old constitution
remained in force in Uri, Unterwalden, Zug, Geneva, Glarus, the
Grisons, and Appenzell. In Neuchâtel the liberal party would no
longer recognise the king of Prussia as the sovereign, but was
suppressed in 1831 by the energy of the Prussian general Von Pfuel;
and the movement ended in a victory for the existing government.

SIEBENER KONKORDAT; DISPUTES OVER ASYLUM AND

RELIGION

The party which in 1831 had secured a more

[1832-1845 a.d.] liberal form of government in a majority of the
cantons strove also to achieve reforms in the
federal constitution. At the diet of 1832 it obtained the appointment of
a commission which was to revise the federal statutes and present
its conclusions to an extraordinary session of the diet of 1833. The
liberal cantons, Bern, Aargau, Thurgau, St. Gall, Solothurn, Zurich,
and Lucerne, concluded the agreement of the Seven (Siebener
Konkordat) for the preservation and attainment of popular
sovereignty. On the other hand the conservative party, Uri, Schwyz,
Unterwalden, Valais, Neuchâtel, and the city of Bâle, united in the
league of Sarnen (Sarner-Bund). In conjunction with the neutral party
these succeeded in 1833 in balking federal revision. As a result their
hopes and demands increased. Armed bands from Schwyz and the
city of Bâle, July 30th, 1833, entered Outer Schwyz and rural Bâle to
compel the submission of these seceding districts. The consequence
was that Schwyz and Bâle city were occupied by federal troops and
the league of Sarnen was declared annulled. The separation of Bâle
into two independent cantons was recognised and the reunion of
Schwyz was declared—this, however, with complete equality of
rights.
The gathering of many fugitives from Germany, Poland, and Italy,
who found an asylum in republican Switzerland but who at times
abused hospitality, brought on complications with foreign powers.
The most active among these revolutionists was Giuseppe Mazzini
of Genoa, who in spite of total lack of any promise of success was
continually setting on foot new attempts at insurrection, to keep his
Italian fellow countrymen in practice. “Young Italy” which he founded
at that time caused an inroad of about four hundred men under
General Romarino into Savoy in order from this point to revolutionise
Piedmont and the rest of Italy. After the occupation of several
villages the undertaking foundered because of the indifference of the
people. From this time on Switzerland in the eyes of the outside
world appeared as the hearth of radicalism, especially as Mazzini
wished to extend his activity to the whole of Europe and for the
republicanisation of this continent founded “Young Europe.” Now it
rained diplomatic notes. The neighbouring powers complained of the
abuse of the right of asylum and held out the prospect of the most
hostile measures, if Switzerland would not expel the participants of
the Italian raid and keep a better watch over the rest. Louis Philippe
went farthest in severity toward Switzerland and even threatened her
with war if she would not expell Louis Napoleon, who had returned
from America, and was living in Arenenberg as a citizen of Thurgau.
The latter left Switzerland for England of his own accord.
Even more important were the consequences of the religious
conflicts. The calling of Doctor Strauss from Würtemberg to the
University at Zurich in 1839 roused the rural population to arms and
caused the fall of the liberal government at Zurich; this did not again
secure supremacy till 1845. More significant was the question of the
convents. In a conference at Baden in 1834 seven cantons had
determined upon the subjection of the church to the authority of the
state and the employment of the convents for purposes of general
usefulness. Most violent was the quarrel over this matter in the
canton Aargau, whose radical government finally, in 1841, closed all
the convents, among others the wealthy one of Muri, and took
possession of the property for “purpose of instruction and
benevolence.” Among the bigoted Catholics there was great
excitement over this. It led to a victory of the ultramontane party in
Lucerne and Valais in 1844. This party called the Jesuits to Lucerne
to take charge of the instruction of youth.
In this affair the wealthy farmer Joseph Leu
[1845-1847 a.d.] and Sigwart Müller showed themselves
especially active. The Jesuits had also
established themselves in Fribourg and Schwyz. To expel them from
Switzerland was the aim of all the liberal cantons. The expedition of
the free lances (Freischaren) of 1845 under the leadership of
Ochsenbein of Bern met with failure. The government of Lucerne,
still more embittered by the murder of Leu, assumed a terrorising
attitude, demanded the punishment of the free lances, and
restoration of the convents of the Aargau; and when no attention was
paid to these demands concluded with Schwyz, Uri, Unterwalden,
Zug, Fribourg, and Valais a separate league (Sonderbund) for
mutual protection against external and internal enemies. This league
within a league was not to be endured; and, since the liberal cantons
were in the majority, they decided at the diet in Bern, in July, 1847,
upon the dissolution of the Sonderbund, as being contrary to the
Pact of Federation (Bundesvertrag) and upon the expulsion of the
Jesuits. As the fanatics of Lucerne failed to obey the diet, orders
were given for federal action against the cantons of the Sonderbund.
The federal army was mustered in and the experienced general
Dufour of Geneva was placed at its head.c

THE SONDERBUND WAR (1847 A.D.)