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mGmT PrinciPles of management
12
ChuCk williams
Butler University
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Chuck Williams WCN: 02-300
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ChuCk Williams
MGMT 12 BRIEF CONTENTS
Part 1 IntroductIon to ManaGEMEnt

1 Management 2
2 The History of Management 22
3 Organizational Environments and Cultures 44
4 Ethics and Social Responsibility 68
Part 2 PlannInG
5 Planning and Decision-Making 92
6 Organizational Strategy 114
7 Innovation and Change 138
8 Global Management 160
Part 3 orGanIZInG
9 Designing Adaptive Organizations 186
10 Managing Teams 210
11 Managing Human Resource Systems 232
12 Managing Individuals and a Diverse Workforce 264
Part 4 lEadInG
13 Motivation 288
14 Leadership 312
15 Managing Communication 336
Part 5 controllInG
16 Control 360
17 Managing Information 380
18 Managing Service and Manufacturing Operations 404
Endnotes 427
Index 473
iStock.com/andresr
Brief contents iii
contents
Part 1 3 Organizational Environments

and Cultures 44
introduction to 3-1 Changing Environments 44
management 3-2 General Environment 49
3-3 Specific Environment 53
3-4 Making Sense of Changing Environments 59
3-5 Organizational Cultures: Creation, Success,
and Change 61
4 Ethics and Social

© Photo Credit HereImages
LoveTheWind/iStock/Getty
Responsibility 68
4-1 Workplace Deviance 68
4-2 US Sentencing Commission Guidelines
Manual for Organizations 72
4-3 Influences on Ethical Decision-Making 75
1 Management 2 4-4 Practical Steps to Ethical Decision-Making 80

4-5 To Whom Are Organizations Socially
1-1 Management Is . . . 2 Responsible? 85
1-2 Management Functions 4 4-6 For What Are Organizations Socially Responsible? 87
1-3 Kinds of Managers 7 4-7 Responses to Demands for Social Responsibility 89
1-4 Managerial Roles 10 4-8 Social Responsibility and Economic Performance 91
1-5 What Companies Look for in Managers 14
1-6 Mistakes Managers Make 16
1-7 The Transition to Management: The First Year 17
1-8 Competitive Advantage through People 19
Part 2
Planning
2 The History of
Management 22
2-1 The Origins of Management 22
2-2 Scientific Management 25
2-3 Bureaucratic and Administrative
PeopleImages/E+/Getty Images
Management 30
2-4 Human Relations Management 35
© Photo Credit Here
2-5 Operations, Information, Systems,

and Contingency Management 38
iv contents
5 Planning and Part 3
Decision-Making 92
5-1 Benefits and Pitfalls of Planning 92
Organizing
5-2 How to Make a Plan That Works 95
5-3 Planning from Top to Bottom 99
5-4 Steps and Limits to Rational
Decision-Making 104
5-5 Using Groups to Improve
Decision-Making 108
Wright Studio/Shutterstock.com
6 Organizational Strategy
© Photo Credit Here

114
6-1 Sustainable Competitive Advantage 114
6-2 Strategy-Making Process 117
6-3 Corporate-Level Strategies 123
9 Designing Adaptive
6-4 Industry-Level Strategies 129
6-5 Firm-Level Strategies 133
Organizations 186
7 Innovation and Change 138 9-1 Departmentalization 186
9-2 Organizational Authority 195
7-1 Why Innovation Matters 138
9-3 Job Design 199
7-2 Managing Innovation 145
9-4 Intraorganizational Processes 202
7-3 Organizational Decline: The Risk
of Not Changing 151 9-5 Interorganizational Processes 206
10 Managing Teams
7-4 Managing Change 153
210
8 Global Management 160 10-1 The Good and Bad of Using Teams 210
10-2 Kinds of Teams 215
8-1 Global Business, Trade Rules, and Trade
Agreements 160 10-3 Work Team Characteristics 220
8-2 Consistency or Adaptation? 169 10-4 Enhancing Work Team Effectiveness 225
8-3 Forms for Global Business 170
8-4 Finding the Best Business
Climate 174
11 Managing Human Resource
8-5 Becoming Aware of Cultural
Systems 232
Differences 180 11-1 Employment Legislation 232
8-6 Preparing for an International 11-2 Recruiting 238
Assignment 182 11-3 Selection 242
contents v
11-4 Training 250 14-4 Adapting Leader Behavior: Hersey and Blanchard’s
11-5 Performance Appraisal 253 Situational Leadership® Theory 323
11-6 Compensation and Employee Separation 257 14-5 Adapting Leader Behavior: Path–Goal Theory 325
14-6 Adapting Leader Behavior: Normative
12 Managing Individuals and Decision Theory 329

14-7 Visionary Leadership 331
a Diverse Workforce 264
12-1 Diversity: Differences That Matter 264
12-2 Surface-Level Diversity 269
15 Managing Communication 336
15-1 Perception and Communication Problems 336
12-3 Deep-Level Diversity 278
15-2 Kinds of Communication 341
12-4 Managing Diversity 281
15-3 Managing One-on-One Communication 348
15-4 Managing Organizationwide Communication 354
Part 4
Leading Part 5
Controlling
Who is Danny/Shutterstock.com
Andrey_Popov/Shutterstock.com
13 Motivation 288
13-1 Basics of Motivation 288
13-2 Equity Theory 295
16 Control 360
16-1 The Control Process 360
13-3 Expectancy Theory 299 16-2 Control Methods 366
13-4 Reinforcement Theory 302 16-3 What to Control? 370
13-5 Goal-Setting Theory 308
13-6 Motivating with the Integrated Model 310
17 Managing Information 380
14 Leadership 312
17-1 Strategic Importance of Information 380
17-2 Characteristics and Costs of Useful Information 385
14-1 Leaders versus Managers 312 17-3 Capturing, Processing, and Protecting
14-2 Who Leaders Are and What Leaders Do 314 Information 389
14-3 Putting Leaders in the Right Situation: Fiedler’s 17-4 Accessing and Sharing Information
Contingency Theory 319 and Knowledge 398
vi Contents
18 Managing Service 18-3 Service Operations 415
18-4 Manufacturing Operations 417
and Manufacturing 18-5 Inventory 420
Operations 404
18-1 Productivity 404 Endnotes 427
18-2 Quality 409 Index 473
contents vii
pa rt 1
1 Management
LEARNING OutcOmEs
1-1 Describe what management is.
1-2 Explain the four functions of management.
LoveTheWind/iStock/Getty Images
1-3 Describe different kinds of managers.
1-4 Explain the major roles and subroles that managers perform in their jobs.
1-5 Assess managerial potential, based on what companies look for in managers.
1-6 Recognize the top mistakes that managers make in their jobs.
1-7 Describe the transition that employees go through when they are promoted to management.
1-8 Explain how and why companies can create competitive advantage through people.
1-1 MANAGEMENT IS . . .
Management issues are fundamental to any organization: How do
we plan to get things done, organize the company to be efficient and
effective, lead and motivate employees, and put controls in place to
make sure plans are followed and goals are met? Good management
is basic to starting a business, growing a business, and maintaining a
business after it has achieved some measure of success.
To understand how important good management its 337 strongest stores, Sears has shrunk from 3,500 to 695
is, think about this. Sears dominated US retailing for a stores, laid off 250,000+ employees, lost $12 billion, and
century.1 Before Amazon, the Sears catalog sold everything filed for bankruptcy in 2018.4 With additional closings, just
from Christmas toys to 447 kinds of assemble-it-yourself 182 Sears stores will remain in early 2020.5
houses!2 And, before Walmart Supercenters, there was a Ah, bad managers and bad management. Is it any
Sears store within 30 minutes of every American, where wonder that companies pay management consultants
consumers picked up catalog orders and bought everything nearly $230 billion a year for advice on basic management
from clothes to furniture to Kenmore appliances.3 But since issues such as how to outperform competitors to earn
2010, despite raising $10.6 billion by selling its best brands customers’ business, lead people effectively, organize the
(Lands End, Craftsman tools, and Diehard batteries) and company efficiently, and manage large-scale projects and
2 PART ONE
processes?6 This textbook will help you understand some
of the basic issues that management consultants help com-
panies resolve. (And it won’t cost you billions of dollars.)
Many of today’s managers got their start welding on
the factory floor, clearing dishes off tables, helping custom-
ers fit a suit, or wiping up a spill in aisle 3. Similarly, lots of
Ken Wolter/Shutterstock.com
you will start at the bottom and work your way up. There’s
no better way to get to know your competition, your cus-
tomers, and your business. But whether you begin your
career at the entry level or as a supervisor, your job as a
manager is not to do the work but to help others do theirs.
Management is getting work done through others. Sears is so cash strapped that it has sold off its best
Vineet Nayar, former CEO of IT services company brands, shut down hundreds of stores, and filed for
HCL Technologies, doesn’t see himself as the guy who has bankruptcy.
to do everything or have all the answers. Instead, he sees
himself as “the guy who is obsessed with enabling employ-
ees to create value.” Rather than coming up with solutions efficiency and effective-
himself, Nayar creates opportunities for collaboration, for ness in the work process.
Management getting work
peer review, and for employees to give feedback on ideas Efficiency is getting done through others
and work processes. Says Nayar, “My job is to make sure work done with a mini-
mum of effort, expense, Efficiency getting work done
everybody is enabled to do what they do well.”7
with a minimum of effort, expense,
Nayar’s description of managerial responsibilities or waste. At Maersk, the or waste
suggests that managers must also be concerned with world’s largest container
CHAPTER 1: Management 3
shipping company, Chief Operating Officer Soren Toft administrative ability of its leaders than on their technical
says, “Cutting idle time at ports is a big priority and chal- ability.”14 A century later, Fayol’s arguments still hold true.
lenge. It’s like a Formula One pit stop. The faster we During a two-year study code-named Project Oxygen,
come in and out, the more time and money we save.”8 Google analyzed performance reviews and feedback sur-
So Maersk digitally tracks each container (a 40-foot steel veys to identify the traits of its best managers. According
box loaded onto a railroad car or behind a semi-truck) to Laszlo Bock, Google’s former vice president for people
and all the loading/unloading steps for its “Triple E” operations, “We’d always believed that to be a manager,
ships, which hold nearly 21,000 containers. Maersk’s “Pit particularly on the engineering side, you need to be as
Stop” system ties into mobile phone apps so ships can deep or deeper a technical expert than the people who
easily share data with shore crews who position 2000-ton work for you. It turns out that that’s absolutely the least
stacking cranes, shuttle carriers, and “truck-on” loaders important thing.” What was most important? “Be a good
to efficiently move the right container boxes on and off coach.” “Empower; Don’t micromanage.” “Be product
at each stop.9 For example, the Madrid Maersk unloaded and results-oriented.” “Be a good communicator and lis-
and reloaded 6,500 containers in just 59 hours in Antwerp, ten to your team.” “Be interested in [your] direct reports’
Belgium.10 success and well-being.” In short, Google found what
Efficiency alone, however, is not enough to ensure Fayol observed: administrative ability, or management, is
success. Managers must also strive for effectiveness, key to an organization’s success.15
which is accomplishing tasks that help fulfill organizational According to Fayol, managers need to perform five
objectives, such as customer service and satisfaction. Ho- managerial functions in order to be successful: planning,
tel apps let customers pick rooms, ask for extra towels, and organizing, coordinating, commanding, and controlling.16
check in and out, but they don’t help with hotel shuttles. Most management textbooks today have updated this list
Like most travelers, software executive Ken Montgomery by dropping the coordinating function and referring to
says, “The last thing I want to do when getting off a ﬂight Fayol’s commanding function as “leading.” Fayol’s man-
is wait for a shuttle bus….”11 Ray Bennett, Marriott’s chief agement functions are thus known today in this updated
operations officer, says the shuttle “is probably the No. 1 form as planning, organizing, leading, and controlling.
or No. 2 pain point for customers.”12 After Marriott added Studies indicate that managers who perform these man-
GPS trackers to shuttles and tracking capabilities to its agement functions well are more successful, gaining pro-
mobile app, phone calls to the front desk of the Dulles motions for themselves and profits for their companies.
Airport Marriott dropped by 30 percent. Marriott general For example, the more time CEOs spend planning, the
manager Keith McNeil says they’re no longer apologizing more profitable their companies are.17 A 25-year study
“that the shuttle’s not there. Just look at your phone and at AT&T found that employees with better planning and
you see where it is.”13 The Marriott app also displays an decision-making skills were more likely to be promoted
accurate estimated time until pickup. into management jobs, to be successful as managers, and
to be promoted into upper levels of management.18
The evidence is clear. Managers serve their
1-2 MANAGEMENT companies well when they plan, organize, lead, and con-
trol. So we’ve organized this textbook based on these
FuNcTIoNS functions of management, as shown in Exhibit 1.1.

Now let’s take a closer look at each of the management
Henri Fayol, who was a managing director (CEO) of a functions: 1-2a planning, 1-2b organizing, 1-2c lead-
large steel company in the early 1900s, was one of the ing, and 1-2d controlling.
founders of the field of management. You’ll learn more
about Fayol and management’s other key contributors
when you read about the
1-2a Planning
history of management Planning involves determining organizational goals and
Effectiveness accomplishing in Chapter 2. Based on a means for achieving them. As you’ll learn in Chapter 5,
tasks that help fulfill organizational
his 20 years of experience planning is one of the best ways to improve performance.
objectives
as a CEO, Fayol argued It encourages people to work harder, to work for ex-
Planning determining that “the success of an tended periods, to engage in behaviors directly related
organizational goals and a means for
enterprise generally de- to goal accomplishment, and to think of better ways to
achieving them
pends much more on the do their jobs. But most importantly, companies that plan
4 PART ONE
own cars.22 Toyota CEO Akio Toyoda says that adapting
Exhibit 1.1 to these threats is “A matter of surviving or dying.”23
the Four Functions of Management You’ll learn more about planning in Chapter 5 on planning
and decision making, Chapter 6 on organizational strat-
egy, Chapter 7 on innovation and change, and Chapter 8
on global management.
Planning Organizing 1-2b Organizing

Organizing is deciding where decisions will be made,
who will do what jobs and tasks, and who will work for
whom in the company. In other words, organizing is about
determining how things get done. Online orders in which
customers pick up their groceries in the store parking lot
without setting foot in the store are just 3.5 percent of
total grocery spending. But surging customer demand is
forcing grocers to reorganize how things get done.24 The
Leading Controlling first challenge, according to industry analyst Sucharita
Kodali, is that unlike in warehouses, “Inventory is
never where it’s supposed to be (in the store). People
(shoppers) move it around, and fast-moving items are
never there.”25 The second is that store workers only col-
lect 80 items an hour from grocery store aisles.26 With
online orders having doubled in the last year, Walmart
have larger profits and faster growth than
couldn’t keep up. So, it turned to Alert Innovation.
companies that don’t plan.
Its Alphabot Automated Storage and Retrieval Sys-
m
For example, the question “What

.co
tem (ASRS) reorganizes who does what. Installed

ock
business are we in?” is at the heart of stra-

rst
in the 20,000-square-foot storerooms at the back

te
tegic planning. You’ll learn about this in

hu t/S
of Walmart Supercenters, Alert Innovation’s

ir i t
Chapter 6. If you can answer the question

asp
24-foot-high system automatically moves

h
“What business are you in?” in two sen-

alp
items vertically and horizontally in auto-

tences or less, chances are you have a very
mated carts from their stored locations to
clear plan for your business. But getting a
workstations where employees check and bag
clear plan is not so easy. General Motors,
the items for pickup. According to Walmart se-
Toyota, and Mercedes-Benz are in the busi-
nior manager Brian Roth, “Ultimately, this will
ness of making combustion-engine automobiles
lower dispense times, increase accuracy, and
for individual consumers. But, for how much
improve the entirety of online grocery (shop-
longer? The automotive industry is scrambling to
ping).” Indeed, the Alphabot system al-
catch up with Tesla, which sold 367,000 electric ve-
lows Walmart associates to handle 800
hicles (EVs) in 2019, with new factories in China and
items an hour, a 10-fold increase from
Germany potentially raising production to a million
aisle picking.27 Roth concludes that the
electric cars a year.19 Because of ride-hailing services like
reorganization “will help free associates to focus
Uber and Lyft, just 80 percent of 20- to 24-year-olds had a
on service and selling, while the technology handles
driver’s license in 2017 compared to 92 percent in 1983.20
the more mundane, repeatable tasks.”28
And for those who drive, car-sharing services are often less
expensive, especially in major cities. Yandex Drive rents You’ll learn more about organizing in Chapter 9 on
7,000 cars in Moscow, Russia, for just 8 cents a minute. designing adaptive organizations, Chapter 10 on man-
After calculating the cost of his car payment, insurance, aging teams, Chapter 11
fuel, repairs and parking, Muscovite Evgeny Barkov sold on managing human re- Organizing deciding where
his car. He says, “Now, I’m just paying for usage.”21 Fi- sources, and Chapter 12 decisions will be made, who will do
what jobs and tasks, and who will
nally, with an estimated 23 million self-driving cars in the on managing individuals
work for whom
United States by 2035, even fewer people will need to and a diverse workforce.
What Happens When A Great Ceo Leaves?
D oes good management matter? If so, how
much? one way to answer this question (also
see section 1-8 about creating competitive ad-
10 years, a company starting with $100 million in
annual revenues would grow to $179 million
with 6 percent growth and just $122 million with
vantage through people) is to ask, “What happens 2 percent growth. Not surprisingly, successor cEos
when a great cEo leaves?” After the death of co- have much shorter tenure and are twice as likely to
founder and cEo Steve Jobs in 2011, Apple contin- be fired. So, yes, good management matters. And
ues to thrive under cEo Tim cook, having become maintaining top company performance is just as
Bloomberg/Getty Images
the most profitable and valuable private company difficult as achieving it in the first place.
in the world.29 The opposite happened when Jef- Sources: P. Karlsson, M. Turner, and P. Gassmann, “Succeeding
the Long-Serving Legend in the Corner Office,” Leadership,
frey Immelt succeeded legendary General Electric May 15, 2019, accessed January 24, 2020, https://www
(GE) cEo Jack Welch in 2001, under whom GE had .strategy-business.com/article/Succeeding-the-long-serving
-legend-in-the-corner-office?gko=90171; M. Kolakowski, “The
become the most profitable and admired compa- World’s 10 Most Profitable Companies,” Investopedia, July 25,
Successor CEOs, who 2019, accessed January 24, 2020, https://www.investopedia
nies of its time. After Immelt’s 17 years as cEo, GE’s
follow great CEOs, like .com/the-world-s-10-most-profitable-companies-4694526;
stock was worth less than when he started and T. Gryta, J. Lublin and D. Beoit, “How Jeffrey Immelt’s ‘Success
dropped another 40 percent after his departure as GE’s Jack Welch shown Theater’ Masked the Rot at GE, Wall Street Journal, February
21, 2019, accessed January 24, 2020, https://www.wsj.com
two subsequent cEos downsized, froze pensions, here, have much shorter /articles/how-jeffrey-immelts-success-theater-masked-the
-rot-at-ge-1519231067; T. Kilgore, “GE Freezing Pensions for
and sold off roughly a third of GE’s businesses to tenure and are twice as 20,000 Employees,” MarketWatch, October 8, 2019, accessed
likely to be fired. January 24, 2020, https://www.marketwatch.com/story
raise cash to stabilize the company. /ge-freezing-pensions-for-20000-employees-2019-10-07;
So, what happens when cEos leave? In a J. Snell, “Fun with Charts: Apple’s Turnaround Decade,”
Six Colors, January 24, 2020, accessed January 25, 2020,
15-year study across 284 firms, financial per- https://sixcolors.com/post/2020/01/fun-with-charts-apples
formance was on average 4 points lower. And that matters! over -turnaround-decade/.
and taking corrective action when progress isn’t being

1-2c Leading made. The basic control process involves setting stan-
Our third management function, leading, involves in- dards to achieve goals, comparing actual performance to
spiring and motivating workers to work hard to achieve those standards, and then making changes to return per-
organizational goals. Inspiring people in large compa- formance to those standards. Inspecting, maintaining,
nies to take risks is a difficult leadership task. Amazon’s and repairing equipment is a control process. For exam-
founder and CEO Jeff Bezos now faces this challenge. He ple, AT&T has 65,000 mobile phone towers that require
says, “Amazon will be experimenting at the right scale for regular inspections. However, even with advanced safety
a company of our size if we occasionally have multibillion- practices and equipment, workers who climb towers are
dollar failures… We will work hard to make them good twice as likely to die at work as most employees.31 And
bets, but not all good bets will ultimately pay out. This kind with the tallest mobile phone towers nearly 1,000 feet
of large-scale risk taking is part of the service we as a large high, climbing towers for regular inspections is danger-
company can provide to our customers and to society. The ous. AT&T now uses a fleet of drones to inspect mobile
good news for shareowners is that a single big winning bet phone towers. Using drones with powerful cameras that
can more than cover the cost of many losers.”30 take high-resolution pictures with details fine enough to
count bolt threads, it takes only a few minutes to inspect
You’ll learn more about leading in Chapter 13 on motiva-
a cell tower. Pat Dempsey, who is in charge of mainte-
tion, Chapter 14 on leadership, and Chapter 15 on manag-
nance at PSEG Power, says, “The fact you don’t have
ing communication.
to make a person climb that tower, from a safety stand-
Leading inspiring and motivating point, it’s a game changer.”32 AT&T’s Art Pregler, who
workers to work hard to achieve 1-2d Controlling runs the drone program, says the company has avoided
organizational goals 5,000 tower climbs in the last 18 months.33
The last function of man-
Controlling monitoring progress agement, controlling , You’ll learn more about the control function in Chapter 16 on
toward goal achievement and taking
corrective action when needed
is monitoring progress control, Chapter 17 on managing information, and Chap-
toward goal achievement ter 18 on managing service and manufacturing operations.
6 PART ONE
1-3 KINDS oF MANAGErS from sentences… Suddenly, everything from Satya was
‘cloud, cloud, cloud!’” Five years later, Azure, Microsoft’s
cloud platform, has grown from $3 billion to $34 billion
Not all managerial jobs are the same. The demands and in annual revenues. Microsoft Office, formerly a “buy
requirements placed on the CEO of Facebook are sig- once, upgrade often” software package, became a $99-a-
nificantly different from those placed on the manager of year cloud-based service with 214 million subscribers.40
your local Chipotle restaurant. Netflix CEO Reed Hastings commented, “I don’t know of
any other software company in the history of technology
As shown in Exhibit 1.2, there are four kinds of manag-
that fell onto hard times and has recovered so well.”41
ers, each with different jobs and responsibilities: 1-3a top
After that vision or mission is set, the second respon-
managers, 1-3b middle managers, 1-3c first-line man-
sibility of top managers is to develop employees’ commit-
agers, and 1-3d team leaders.
ment to and ownership of the company’s performance. That
is, top managers are responsible for creating employee buy-
1-3a Top Managers in. Amy Hood became Microsoft’s CFO at a challenging
Top managers hold positions such as chief executive time, just six months before Satya Nadella was appointed
officer (CEO), chief operating officer (COO), chief fi- CEO. Goldman Sachs analyst Heather Bellini says, “Satya
nancial officer (CFO), and chief information officer has done an excellent job, but people think of them as a
(CIO) and are responsible for the overall direction package together.”42 One of Hood’s regular responsibilities
of the organization. Top managers have three major is speaking to new Microsoft employees. She tells them that
responsibilities.34 while she’s responsible for company finances, she sees her
First, they are responsible for creating a context for main responsibility as making them happy that they chose
change. Kroger, the Cincinnati-based grocery chain with to work for Microsoft – in other words, employee buy-
2,800 stores, was slow to embrace online ordering and in. Says Hood, “My kids will tell you I practice counting,
parking-lot pickup for its customers. Kroger CEO but my job is really a little different than that. I may have
Rodney McMullen said, “We’ve got to get our thought about it that way when I took the job almost
butts in gear. There was no doubt we were ﬁve years ago. But now it’s about creating an envi-
m
.co
ck
ronment in which you all remember that you
to
behind.”35 To catch up, Kroger is in-
s
er tt
hu
vesting $4 billion for robot-based still want to pick us every day. That’s my
/S
ne
r
as
warehouses and digital shelves. job as a CFO.”43 Gl
ek z
es
Third, top managers must cre-
L
Compared to paper price tags,
which must be changed by hand, ate a positive organizational cul-
Wi-Fi-and Bluetooth-enabled digi- ture through language and action,
tal shelves with high-definition screens actively managing internal commu-
(below each item) can instantly change nication. Top managers impart company values,
prices and advertise sales specials strategies, and lessons through what they do and say
storewide. They also generate revenue to others both inside and outside the company. Indeed,
by displaying ads purchased by product no matter what they communicate, it’s critical for them to
manufacturers and make restocking easier by marking send and reinforce clear, consistent messages.44
low-inventory items.36 CEO McMullen said, “You have to Finally, top managers are responsible for monitoring their
start somewhere, and you have to learn.”37 business environments. This means that top managers must
Indeed, in both Europe and the United States, closely monitor customer needs, competitors’ moves, and
35 percent of all CEOs are eventually fired because long-term business, economic, and social trends. We’ll review
of their inability to successfully change their compa- this in detail in section 1-4b,
nies.38 Creating a context for change includes forming Informational Roles.
Top managers executives
a long-range vision or mission for the company. When responsible for the overall direction
Satya Nadella became CEO of Microsoft, the company 1-3b Middle of the organization
had blown opportunities in mobile phones, search en-
gines and web advertising, and social media. It was en-
Managers Middle managers responsible
for setting objectives consistent
trenched, unable to move beyond its dominant product, M id d l e m a na g e rs with top management’s goals and
Microsoft Windows.39 Nadella’s vision refocused Micro- hold positions such as for planning and implementing
soft around cloud-based services. A former Microsoft subunit strategies for achieving these
plant manager, regional
objectives
executive said Satya “just started omitting ‘Windows’ manager, or divisional
Exhibit 1.2
What the Four Kinds of Managers Do
Jobs Responsibilities
Top Managers
cEo cIo change
coo Vice president commitment
cFo corporate heads culture
Environment
michaeljung/Shutterstock.com; PETER CLOSE/Shutterstock.com; MangoNic/Shutterstock.com; racorn/Shutterstock.com

Middle Managers
General manager resources
Plant manager objectives
regional manager coordination
Divisional manager Subunit performance
Strategy implementation
First-Line Managers
office manager Nonmanagerial worker supervision
Shift supervisor Teaching and training
Department manager Scheduling
Facilitation
Team Leaders
Team leader Facilitation
Team contact External relationships
Group facilitator Internal relationships
manager. They are responsible for setting objectives behind schedule. Carson fixed the situation by creating
consistent with top management’s goals and for planning roles for middle managers. “That [managerless] experi-
and implementing subunit strategies for achieving those ment broke,” said Carson. “I just had to admit it.”47
objectives.45 Or as one middle manager put it, a middle One specific middle management responsibility is to
manager is “the implementer of the company’s strat- plan and allocate resources to meet objectives. A second
egy” who figures out the “how” to do the “what.”46 Ryan major responsibility is to coordinate and link groups, depart-
Carson founded online learning company Treehouse ments, and divisions within a company. One middle manager
Island without managers because he believed that his described his job as “a man who can discuss strategy with
100 employees could make decisions better and faster [the] CXO at breakfast and [then] eat lunch with workers.”48
by themselves. However, that decision was severely A third responsibility of middle management is to
tested when rapid growth resulted in 100,000 students monitor and manage the performance of the subunits
enrolled in Treehouse Island’s online courses. Employ- and individual managers who report to them. Finally,
ees, unsure of their responsibilities, became increasingly middle managers are also responsible for implement-
frustrated as endless meetings never seemed to result in ing the changes or strategies generated by top manag-
meaningful action or decisions. Tasks and projects that ers. Why? Because they’re closer to the managers and
were necessary to keep up with demand started to fall employees who work daily with suppliers to effectively
8 PART ONE
and efficiently deliver the company’s product or service.
In short, they’re closer to the people who can best solve
problems and implement solutions.
How important are middle managers to company
performance? A study of nearly 400 video-game com-
panies conducted at the University of Pennsylvania’s
Wharton School of Business found that middle managers’
effectiveness accounted for 22 percent of the differences
in performance across companies. In fact, middle man-
agers were three times as important as the video-game
designers who develop game characters and storylines.
Professor Ethan Mollick, who conducted the study, said
that middle managers are the key to “making sure the peo-
ple at the bottom and the top [of the organization] are get-
ting what they need.”49 As for Treehouse Island, revenue is
up, the number of instructional videos has increased, and
response times to student questions have been cut in half.
According to instructor Craig Dennis, things are “light
wirojsid/123RF
years better” with middle managers in place.50
1-3c First-Line Managers

First-line managers hold positions such as office man- or cold) and the sales trends at the same time last year,
ager, shift supervisor, or department manager. The pri- the manager makes sure the store will have enough beer,
mary responsibility of first-line managers is to manage the soft drinks, and snack foods on hand. Finally, the man-
performance of entry-level employees who are directly ager looks 7 to 10 days ahead for hiring needs. Because
responsible for producing a company’s goods and services. of strict hiring procedures (basic math tests, drug tests,
Thus, first-line managers are the only managers who don’t and background checks), it can take that long to hire new
supervise other managers. The responsibilities of first-line employees. Said one convenience store manager, “I have
managers include monitoring, teaching, and short-term to continually interview, even if I am fully staffed.”52
planning.
First-line managers encourage, monitor, and reward
the performance of their workers. First-line managers
1-3d Team Leaders
are also responsible for teaching entry-level employees The fourth kind of manager is a team leader. This relatively
how to do their jobs. They also make detailed sched- new kind of management job developed as companies
ules and operating plans based on middle management’s shifted to self-managing teams, which, by definition, have
intermediate-range plans. In contrast to the long-term no formal supervisor. In traditional management hierar-
plans of top managers (three to five years out) and the chies, first-line managers are responsible for the perfor-
intermediate plans of middle managers (6 to 18 months mance of nonmanagerial employees and have the authority
out), first-line managers engage in plans and actions that to hire and fire workers, make job assignments, and con-
typically produce results within two weeks.51 Consider trol resources. In this new structure, the teams themselves
the typical convenience store manager (e.g., 7-Eleven) perform nearly all the
who starts the day by driving past competitors’ stores to functions performed by
First-line managers
inspect their gasoline prices and then checks the outside first-line managers under
responsible for training and
of his or her store for anything that might need mainte- traditional hierarchies.53 supervising the performance of
nance, such as burned-out lights or signs, or restocking, Team leaders are nonmanagerial employees who are
such as windshield washer fluid and paper towels. Then primarily responsible for directly responsible for producing
the company’s products or services
comes an inside check, where the manager determines facilitating team activities
what needs to be done for that day. (Are there enough toward accomplishing a Team leaders managers
donuts and coffee for breakfast or enough sandwiches goal. This doesn’t mean responsible for facilitating
team activities toward goal
for lunch?) After the day is planned, the manager turns team leaders are responsi-
accomplishment
to weekend orders. After accounting for the weather (hot ble for team performance.
They aren’t. The team is. Team leaders help their team members of both teams to work together to solve the
members plan and schedule work, learn to solve prob- problem. If it’s done right, the problem is solved without
lems, and work effectively with each other. A Walmart involving company management or blaming members of
Supercenter has a store manager, assistant store managers, the other team.59
and department managers. Walmart, however, is changing In summary, because of these critical differences,
that structure to focus on teams. Store managers will now team leaders who don’t understand how their roles are
manage six “business leads” responsible for store finances different from those of traditional managers often strug-
and hiring (who will be paid 10 percent more than assis- gle in their jobs.
tant managers). Business leads will manage 8 to 10 “team
You will learn more about teams in Chapter 10.
leads” (starting pay, $18 an hour), who will manage sales
associates.54 The first reason behind the change is to im-
prove associates’ job satisfaction. Drew Holler, senior vice
president of associate experience, says, “Associates like
smaller teams, and they like having a connection with a
1-4 MANAGErIAl rolES
leader. They want something they can own and to know if
they are winning or losing every day. And today that does Although all four types of managers engage in planning,
not always happen.”55 The second is to increase associate’s organizing, leading, and controlling, if you were to follow
decision-making authority. Holler says, “That is prob- them around during a typical day on the job, you would
ably the game changer in this, we are pushing decisions probably not use these terms to describe what they ac-
down,” including helping customers with returns, autho- tually do. Rather, what you’d see are the various roles
rizing prices changes without management approval, and managers play. Professor Henry Mintzberg followed five
communicating with teams on other shifts.56 CEO Doug American CEOs, shadowing each for a week and analyz-
McMillon says, “We will compete with technology but win ing their mail, their conversations, and their actions. He
with people.”57 concluded that managers fulfill three major roles while
Relationships among team members and between performing their jobs – interpersonal, informational, and
different teams are crucial to good team performance and decisional.60
must be well managed by team leaders, who are respon- In other words, managers talk to people, gather and
sible for fostering good relationships and addressing prob- give information, and make decisions. Furthermore, as
lematic ones within their teams. Getting along with others shown in Exhibit 1.3, these three major roles can be sub-
is much more important in team structures because team divided into 10 subroles.
members can’t get work done without the help of team- Let’s examine each major role – 1-4a interpersonal roles,
mates. In other words, team leaders need to foster civil 1-4b informational roles, and 1-4c decisional roles –
behavior based on politeness, respect, and positive regard. and their 10 subroles.
For two decades, Professor Christine Porath has studied
the effects of workplace incivility. She stresses that leaders
set the tone for their teams: “A study of cross-functional
product teams revealed that when leaders treated mem-
1-4a Interpersonal Roles
bers of their team well and fairly, the team members were More than anything else, management jobs are people
more productive individually and as a team. They were intensive. Estimates vary with the level of manage-
also more likely to go above and beyond their job require- ment, but most managers spend between two-thirds
ments. It all starts at the top. When leaders are civil, it and four-fifths of their time in face-to-face commu-
increases performance and creativity, allows for early mis- nication with others.61 Indeed, a 2018 Harvard Busi-
take detection and the initiative to take actions, and re- ness Review study that tracked the time of 27 CEOs
duces emotional exhaustion.”58 in 15-minute increments for three months (12 times
Team leaders are also responsible for managing ex- longer than Mintzberg) concluded, “The top job in a
ternal relationships. Team leaders act as the bridge or company involves primarily face-to-face interactions,
liaison between their teams and other teams, depart- which took up 61 percent of the work time of the CEOs
ments, and divisions in a company. For example, if a we studied.”62 If you’re a loner, or if you consider deal-
member of Team A complains about the quality of Team ing with people a pain, then you may not be cut out for
B’s work, Team A’s leader is responsible for solving the management work. In fulfilling the interpersonal role
problem by initiating a meeting with Team B’s leader. of management, managers perform three subroles: fig-
Together, these team leaders are responsible for getting urehead, leader, and liaison.
10 PART ONE
insurance, his 30 top managers generally worked within
Exhibit 1.3 their functions and regions, but not with others across
the company. Watjen said, “You can’t just send out a
Mintzberg’s Managerial roles memo that says, ‘Hey, you guys have to talk to one an-
other,’” so he began promoting managers across units
Interpersonal Roles and functions.66 And, he reminded them of the impor-
Figurehead tance of their liaison roles, for instance, telling finance
Leader
executives, “Your job is to help your business colleagues
Liaison
(in other areas) get the information to understand what’s
happening in their business.”67
Informational Roles 1-4b Informational Roles

Monitor
Not only do managers spend most of their time in face-
Disseminator
to-face contact with others, they spend much of it obtain-
Spokesperson
ing and sharing information. Mintzberg found that the
managers in his study spent 40 percent of their time giv-
ing and getting information from others. In this regard,
Decisional Roles
management can be viewed as gathering information by
Entrepreneur
scanning the business environment and listening to others
Disturbance Handler
Resource Allocator in face-to-face conversations, processing that information,
Negotiator and then sharing it with people both inside and outside
the company. Mintzberg described three informational
Source: Adapted from “The Manager’s Job: Folklore and Fact,” by Mintzberg, H.
Harvard Business Review, July–August 1975. subroles: monitor, disseminator, and spokesperson.
In the monitor role, managers scan their environ-
ment for information, actively contact others for infor-
In the figurehead role, managers perform cer- mation, and, because of their personal contacts, receive
emonial duties such as greeting company visitors, speak- a great deal of unsolicited information. Besides receiving
ing at the opening of a new facility, or representing the firsthand information, managers monitor their environ-
company at a community luncheon to support local char- ment by reading local newspapers and the Wall Street
ities. When Louis Vuitton Moët Hennessy (LVMH), the Journal to keep track of customers, competitors, and
world’s premiere maker of luxury goods, opened a new technological changes that may affect their businesses.
factory in Keene, Texas, CEO Bernard Arnault flew in Today’s managers can subscribe to electronic monitoring
from Paris to commemorate the event.63 and distribution services that track the news wires (As-
In the leader role, managers spend 43 percent of sociated Press, Reuters, and so on) for stories and social
their time motivating and encouraging workers to ac- media posts related to their businesses. These services
complish organizational objectives.64 In competitive la- deliver customized news that only includes topics the
bor markets, motivating can mean eliminating what people managers specify. Business
dislike about their jobs. Each Dunkin’ Donuts employee Wire (www.businesswire. Figurehead role the
com) monitors and distrib- interpersonal role managers play
handwrites dozens of expiration labels every day, indicat- when they perform ceremonial
ing the precise time, for instance, when coffee or pastries utes daily news headlines duties
are no longer fresh. Workers hate this, so Dunkin’ installed from major industries
(for example, automo- Leader role the interpersonal
database-linked printers to automate the task. Morning role managers play when they
shift leader Alexandra Guajardo said now, “I don’t have to tive, banking and finan- motivate and encourage workers
constantly be worried about other smaller tasks that were cial, health, high tech).68 to accomplish organizational
tedious. I can focus on other things that need my attention Glean (www.glean.info) objectives
in the restaurant.”65 does real-time monitor- Liaison role the interpersonal
In the liaison role, managers deal with people out- ing of Twitter, Facebook, role managers play when they deal
side their units. Studies consistently indicate that manag- LinkedIn, and Instagram with people outside their units
ers spend as much time with outsiders as they do with feeds, as well as 60,000 Monitor role the informational
their own subordinates and their own bosses. When Tom global news outlets role managers play when they scan
Watjen became CEO of Unum, a provider of benefits in 250 languages in their environment for information
Companies Must Improve at Spotting
Management Talent
I f you work in a large organization, getting anointed as a

HIPo (high potential) is a mark of early success, as it indi-
cates a strong belief in your management potential. Typically,
HIPos are thought to be in top 5 percent of those with man-
agement potential. However, follow-up research of 1,964
HIPos from three organizations indicated that 12 percent
were in the bottom quarter and that 42 percent overall were
below average in management potential! likewise, a study
of 50,000 HIPo sales representatives found that stars who
sold twice as much as their sales goals were more likely to be
Illia Uriadnikov/123RF
promoted to management. But, the total sales of sales teams
they managed dropped by 7.5 percent! What went wrong?
While these non-HIPos had technical and professional
expertise, took initiative and produced results, honored their
commitments, and fit their organizations’ cultures, they weren’t
strategic and had difficulty motivating others. Were they bad Sources: J. Zenger & J. Folkman, “Companies Are Bad at Identifying High-
Potential Employees,” Harvard Business Review, February 20, 2017, accessed
employees? No, they were great individual contributors. But March 9, 2017, https://hbr.org/2017/02/companies-are-bad-at-identifying
they weren’t well suited for management. And putting them -high-potential-employees; S. Walker, “Why Superstars Make Lousy Bosses,” Wall
Street Journal, October 20, 2018, accessed January 24, 2020, https://www.wsj
in managerial roles not only hurt them, but it also hurt employ- .com/articles/the-curse-of-the-superstar-boss-1540008001?mod=article_inline.
ees and the company.
191 countries.69 It also monitors posts to 190 million to direct reports, I share what my goals of the
blogs, 64,000 message boards, 75,000 UseNet groups, week are. What I’m working on is also what
and over 200 different video sharing sites.70 Another site, they’re working on. The way that our goal-
Federal News Service (fednews.com), provides subscrib- setting works is that once the company OKRs
ers with precision alerts and monitoring of federal hear- (objectives and key results) are done, then every
ings (via complete transcripts), bills, and policy proposals executive will work on their OKRs and those are
that may affect their company or industry.71 shared [with their teams].72
Because of their numerous personal contacts and
Collin doesn’t share goals that are personal or con-
their access to subordinates, managers are often hubs
fidential (out of privacy concern for others) that “would
for the distribution of critical information. In the
raise more questions.”73 She says, “The way I think about
disseminator role, managers share the information
transparency is: Good transparency will help solve prob-
they have collected with their subordinates and others
lems, and bad transparency will create more questions
in the company. Front is a software company that facili-
and problems.”74
tates effective teamwork by providing shared emails, in-
In contrast to the disseminator role, in which man-
boxes and assignments, all
agers distribute information to employees inside the
Disseminator role the within a powerful email/
informational role managers play company, managers in the spokesperson role share
calendar platform. CEO
when they share information with information with people outside their departments or
others in their departments or and cofounder Mathilde
companies. One of the most common ways that CEOs
companies Collin makes sure every-
act as spokespeople for their companies is speaking at
one is clear on Front’s
Spokesperson role the annual meetings and on conference calls with sharehold-
informational role managers play goals and plans. She says:
ers or boards of directors. CEOs also serve as spokes-
when they share information with
At the beginning people to the media when their companies are involved
people outside their departments
or companies of every week, I in major news stories. A Southwest Airlines passenger
also send an email was killed when a jet engine exploded on route from
12 PART ONE
Another random document with
no related content on Scribd:
for the season, or you might find an agreeable change in visiting
your country place, although this is scarcely the season.”
“I like the country,” said Lally, “and I think it very pleasant in October.”
“Yes, so it is in Kent and Surrey, and the south of England,” said Mr.
Harris, “but this is not a fancy seat, Miss Wroat, and it’s away off at
the north—in Scotland, in fact, and on the sea coast. It’s fearfully
wild in winter, I’m told, up there. The snow falls early, and the winds
rage, and the thermometer falls below zero.”
“I was never in Scotland,” said Lally, a little flush of interest
brightening her wan small face. “And I own a place up there—a farm
perhaps?”
“Two or three farms, but the soil is sterile, and there is an old house
in fine order.”
“Where is this place? Near Edinburgh?”
“Far north of Edinburgh, Miss Wroat. It’s near Inverness—away out
of the world at this season, you see. I was up there last year with a
shooting party, Mrs. Wroat kindly placing the house at my disposal.
There’s capital shooting over the estate, and we had a good time,
the house being furnished, and a steward residing in a cottage on
the estate.”
“I should like to go up there,” said Lally. “Perhaps I will a little later—
but not yet. I don’t mind the lateness of the season, Mr. Harris, and I
am not afraid of cold and wind and snow, if I can have shelter and
fires. In fact, I think I would like to hide myself in some far off hidden
nook until I shall have learned to bear my trials with fortitude. Life is
so very bitter to me, Mr. Harris.”
“Life bitter at seventeen!” said the lawyer, with an indulgent smile.
“You have money, youth, beauty, and will have hosts of friends. You
will learn, as we all do, sooner or later, Miss Wroat, to take the bitter
with the sweet, and to thank God for all his goodness, instead of
repining because one or two blessings are withheld out of so many
given. But I will not bore you with a sermon. I have little more to say
this morning except that, should you need me, I entreat that you will
call upon me at any time. I will come to you at a moment’s notice. Is
there anything I can now do for you?”
There was nothing, but Lally expressed her gratitude for the offer.
Mrs. Peters had a few questions to ask, and when these had been
duly answered, Mr. Harris paid into Lally’s hands the sum of six
hundred pounds being one quarter’s income. He then departed.
The young girl spent the remainder of the day in her own room, not
even coming forth to her meals. The next day she came down to the
dining-room, but immediately after dinner retired to her apartment.
She read no books nor newspapers, but sat before her fire hour after
hour, silently brooding, and Peters with an unspeakable anxiety
beheld the round gipsy face grow thin and pallid, dark circles form
under the black eyes, and the light figure grow lighter and more
slender, until she feared that the young mistress would soon follow
the old one.
In her distress, Peters had an interview with the housekeeper, and
expressed her fears and anxieties.
“A good wind would just blow Miss Lally away,” she said. “She’s
pining, and the first we know she’ll be dead. What can I do?”
“Who’d have thought she’d have loved the Missus so much?” said
the housekeeper.
“It isn’t that alone,” declared Peters, “although she loved Mrs. Wroat
as a daughter might have loved her, but she’s had other troubles that
I’m not at liberty to speak of, but which are pressing on her, along
with her great-aunt’s death, until, I think, the double burden will crush
her into the grave. She don’t eat more than a bird. I ordered her
mourning for her, and when the shopman brought great parcels of
silks and bombazines and crapes, she never even looked at them,
but said, ‘Peters, please select for me. You know what I want.’ The
dressmaker was in despair yesterday, because my young lady would
not take an interest in her clothes, and did not give a single direction
beyond having them made very plainly. I’ll go and see Mr. Harris
about her, or else the doctor.”
“What does a man know in a case like this?” exclaimed the
housekeeper. “The young lady is pining herself to death, Mrs. Peters,
and that’s the long and the short of it. This great house is dull and
lonely to her, and the gloom of the funeral isn’t out of it yet. The
young mistress wants change—that’s what she wants. Take her to
some watering-place, or to the Continent, or somewhere else, and
give her new interests and a change of scene, and she’ll come back
as pert and chipper as any bird.”
The idea struck Mrs. Peters favorably. She hastened up stairs to the
amber room, and softly entered. Lally sat in a great chair before the
hearth, her little shrunken figure quite lost among the cushions, her
small wan face startlingly pale, and her great black eyes fixed upon
the fire. She looked up at her attendant, who approached her with a
swelling heart, but with outward calmness.
“If you please, Miss Lally,” said Peters, broaching her wishes without
delay, “I’ve been thinking that the house is so gloomy without the
dear old mistress, and that you keep so close to your room that you
will be ill directly unless some change is made. And I am sure I’d like
a change too, for a week or month. And so I make bold to ask you to
go for a month to Brighton.”
The girl shook her head with a look of pain.
“Not there,” she murmured. “I cannot bear the crowds, the gayety,
the careless faces and curious eyes.”
“Then let us go up to the Heather Hills, your Scottish place,” urged
Peters. “I have been there once, and we could take Toppen with us,
Miss Lally. The steward who lives on the estate can provide us with
servants. Let me telegraph him to-day, and let us start to-morrow.”
“Very well,” said the young mistress listlessly. “If you wish it, Peters,
we will go.”
The sour face of the faithful maid brightened, and she expressed her
thanks warmly for the concession.
“I’ll telegraph at once, Miss Lally,” she said. “But then the steward is
not likely to receive the telegram unless he happens to be at
Inverness, which is not likely. I will send Toppen by the first train to
prepare for our coming, if you are willing, Miss Lally.”
Lally was willing, and Mrs. Peters withdrew to acquaint the tall
footman with her mistress’ design, and to dispatch him on his
journey to the northward. When he had gone she returned to Lally.
“Toppen is on his way to the station, Miss,” she announced. “He will
have everything in order for us against our arrival. It is cold at
Heather Hills, Miss Lally, with the wind blowing off the sea, and you
will need flannel and thick boots, and warm clothing.”
“Order them for me then, Peters,” said Lally, with listless voice and
manner.
“But you will want an astrachan jacket to wear with your black
dresses, and you must try it on, to be sure that it fits,” said Peters.
“And you will want books at Heather Hills, and these you can choose
best for yourself. And the newspapers must be ordered to be sent to
our new address, but that I can do this evening by letter. And you will
want work materials, Miss Lally, such as canvas, Berlin wools and
patterns; drawing materials, new music, and other things, perhaps.
Let me order the carriage, and let us go out and make our
purchases.”
Lally looked out of the window. The sun was shining, and the air was
clear. She had not been out of the house for days, and she assented
to Mrs. Peters’ proposition. The maid ordered the carriage, and
proceeded to array her young mistress for her drive.
The carriage, which was called Mrs. Wroat’s carriage, was a job
vehicle, hired by the month at a neighboring mews, with horses, and
with coachman and footman in livery. It looked like a private
brougham, and with its mulberry-colored linings, and plain but
elegantly gotten-up harness, was very stylish, and even imposing.
When the carriage came around, Lally and her attendant were quite
ready. They descended to the vehicle, and drove away upon their
shopping excursion. A fur dealer’s was first visited, then a stationer’s
and bookseller’s, then a shop for ladies’ work and their materials.
Lally’s purchases were deposited in the carriage. And lastly the
young girl stopped at a picture dealer’s in Regent street, a small
cabinet painting in the window having caught her eye.
It was simply a quaint Dutch interior, with a broad hearth, a boiling
pot over the flames, a great tiled chimney-piece, a Dutch house-wife
with ample figure and round, good-natured face, and three or four
children pausing at the threshold of the open door to put off their
shoes before stepping upon the immaculate floor; a simple picture,
executed with fidelity and spirit; but its charm, in Lally’s eyes, lay in
the fact that in the early days of her marriage, during the brief period
she had passed with Rufus Black in New Brompton, in their dingy
lodgings, he had painted a cabinet picture of a Dutch interior, nearly
like this in design, but as different in execution as may be imagined.
His had been but a daub, and he had been glad to get fifteen
shillings for it. The price of this picture which had now caught Lally’s
eye was ten guineas.
The young lady had the picture withdrawn from the window and
examined it closely.
“I will take it,” she said. “I will select a suitable frame, and you may
send it home to-day. Here is my card.”
The picture dealer brought an armful of frames for her selection, and
while she examined the designs and gilding, a man walked into the
shop with a sauntering gait, and paused near her, in contemplation
of an old cracked painting to which was attached a card declaring it
to be a genuine Murillo.
“This is no more a Murillo than I’m one!” announced the new-comer
loudly, half turning his face toward the shopman. “A Murillo? It’s a
modern daub, gotten up to sell.”
At the sound of the stranger’s voice Lally started, dropping the frame
she held in her hand. She turned around quickly, looking at him with
dilating eyes and whitening face, and gasping breath.
The strange connoisseur, who had so boldly given his opinion of the
pretended Murillo, was Rufus Black!
He had tired of the loneliness of Hawkhurst, and had run up to town
for a day’s recreation and amusement. The picture shop in Regent
street, into which Lally had strayed that morning, had long been one
of his favorite haunts, and the picture Lally had just bought had really
given him the idea of the picture he had painted so long before in the
dingy room at New Brompton.
His face was half averted, but Lally knew him, and a deathly
faintness seized upon her. He was well dressed and possessed an
air of elegance that well became him. His hair was worn long under
an artist’s broad-brimmed hat, and his features from a side view
were sharp and thin. His mouth and chin seemed to have gained
firmness and character during the past few months, but in the latter
feature was still prominent the dimple Lally had loved, and which,
pretty in a woman, is nearly always a sign of weakness and
irresolution in a man.
Rufus turned slowly toward the girlish figure in black, his gaze
seeking the shopman. A low, strange cry broke from Lally’s lips.
Rufus heard it and looked at her. Her heavy crape vail was thrown
back over her bonnet, and her small face framed in the heavy black
folds was so white, so eager, so piteous, that Rufus thought it a
vision—an optical illusion—a freak of his imagination. He recoiled in
a species of terror.
“Rufus! Oh, Rufus!” cried the deserted young wife in a wild,
involuntary appeal.
Mrs. Peters heard the name, and comprehended the identity of the
young man. She came and stood by Lally’s side, warning off Rufus
by her harsh face and angry eyes.
“Come, my dear,” she said, “let us go.”
“Rufus! Oh, Rufus!” moaned the poor young wife again, seeing
nothing but the anguished, horrified face of her husband, hearing
nothing but his quick breathing.
Rufus slowly passed his hand over his forehead.
“My God!” he murmured. “Lally’s face! Lally’s voice!”
Mrs. Peters took the hand of her young mistress, attempting to lead
her from the shop, which but for them and the amazed shopman was
happily deserted. But Lally stared at her young husband in a species
of fascination, and he returned her gaze with one of horror and
amazement, and the old woman’s efforts were fruitless.
“My dear, my dear!” whispered Peters anxiously. “Come with me.
Come, my darling! He abandoned you. Pluck up a spirit, Miss Lally,
and leave him alone!”
Lally slowly arose and moved toward the door, but coming quite near
to her stupefied young husband.
“It is I—Lally,” she said, with the simplicity of a child, her great black
eyes staring at him piteously. “I am not dead, Rufus. It was not I who
was drowned in the Thames. I know that you are going to be married
again to a great heiress, and I hope you will be happy with her; but
she will never love you as I loved you. Good-bye, dear—good-bye
forever!”
With a great sob Lally flitted past him, and hurried out to the waiting
carriage. Rufus dashed after her, wild-eyed and wild-visaged; but
Mrs. Peters grasped him vigorously by the arm, detaining him.
“None of that!” she ejaculated harshly. “I won’t have my young lady
tampered with. You shan’t follow her. You’ve broken her heart
already.”
“She’s mine—my wife!” cried Rufus, still amazed, but in an ecstasy
of joy and rapture. “I tell you she’s mine. I thought she was dead. I
am not engaged to an heiress. I won’t marry one. I want my wife—”
“You’re too late, sir,” said Mrs. Peters grimly. “You should have made
up your mind to that effect at the time you abandoned her.”
“But I was compelled to abandon her! God alone knows the remorse
and anguish I have known since I supposed her dead. I love her
better than all the world. How is it that she lives? Why does she wear
mourning? Woman let me go to her!” And he tried to break from the
detaining grasp of Peters.
“No, sir,” said the woman still more grimly. “If you have a spark of
manliness, you will let the young lady alone. She hates you now. I
assure you she does. She’s only a governess, and you’ll lose her her
place if you hang around her. I tell you again she hates you.”
Rufus uttered a low moan, and sat down abruptly upon a shop
bench. Mrs. Peters glided out and entered the carriage, giving the
order to return home.
“I told him a lie, God forgive me!” she muttered, as she looked at
Lally, who lay back upon the cushions, faint and white. “I told him
that you were a governess, Miss Lally. Let him once get wind of your
good fortune, and he’ll abandon his heiress and come back to you.
Let us start for the north to-night, dear Miss Lally, and you will not
see him if he comes to Mount street. We can take the night express,
and sleep comfortably with our lap robes, and to-morrow night we
will sleep at Edinburgh.”
“We will do as you say, Peters,” said Lally wearily. “Only don’t speak
to me now.”
She buried her face in the cushions, and was silent with a stillness
like death.
Meanwhile Rufus Black sat for some minutes in a sort of stupor, but
at last raised his haggard eyes and said to the shopkeeper:
“The—the lady who passed out, Benson, was my wife. I had heard
she was dead. Can you give me her address?”
The shopman was all sympathy and kindness. He knew Rufus Black
had come of a good family, and he suspected, from the scene he
had just witnessed, that he had experienced trouble through his
marriage. He picked up the mourning card Lally had laid down and
read the address aloud.
“‘Miss Wroat, Mount street, Grosvenor Square,’” repeated Rufus.
“My wife is governess in that family. Thanks, Benson. I will go to
Mount street.”
He went out with staggering steps, hailed a hansom cab, gave the
order, and was driven to the Wroat mansion in Mount street. The boy
called Buttons waited upon the door in Toppen’s absence. He was a
shrewd lad, and had received private instructions from Peters, who
had just come in with her young mistress.
“I want to see Miss Bird,” said Rufus abruptly, making a movement to
enter the hall.
The boy blocked his path.
“No such lady here, sir,” he replied.
“Mrs. Black perhaps?” suggested Rufus.
“No such lady,” persisted the boy.
Rufus offered him a bright coin, and said desperately:
“I want to see the governess—”
“No governess here, sir,” said Buttons, pocketing the coin. “No
children to teach, sir. There’s no lady in the house but the mistress,
Miss Wroat, and she don’t see no one, sir.”
Rufus stood amazed and bewildered.
“Can I not see Miss Wroat?” he asked. “I wish to inquire after a
young lady whom I supposed to be here—”
“Miss Wroat can’t be disturbed, sir, on no account,” said Buttons.
“She’s not well, and don’t receive to-day.”
“I will call to-morrow then,” said Rufus, with increasing desperation. “I
must see her.”
He descended the steps, and the door closed behind him.
“Benson must have picked up the wrong card,” thought Rufus. “Or
Lally might have given a wrong card. Why should she give her
employer’s card, unless indeed she was buying a picture for her
employer? I’ll go back and see Benson.”
He went back, but the picture dealer affirmed that Lally had given
him the card with Miss Wroat’s name upon it, and Rufus said to
himself:
“I have it. Miss Wroat is the sour-looking, servant-like woman in
black, some parvenue grown suddenly rich, and Lally is her
companion. This Miss Wroat knows Lally’s story and despises me. I’ll
go back to Mount street this evening, and see Miss Wroat. When I
tell her the whole truth she will pity me, and allow me to see Lally, I
am sure. I won’t care for poverty or toil if I can have back my poor
little wife. I will fly with her to some foreign country before my father
comes back. But what did Lally mean by my ‘marriage with an
heiress?’ My father must have told her of Neva. Why, I’d rather have
my poor little Lally than a thousand haughty Nevas, with a thousand
Hawkhursts at their backs.”
Early in the evening Rufus returned to Mount street, and Buttons
again answered his double knock.
“Family gone away, sir,” said the lad, recognizing the visitor.
“Where have they gone?” inquired Rufus in sudden despair.
Buttons declined to answer, and was about to close the door, when
Rufus placed his knee against it and cried out:
“Boy, I must see Miss Wroat, or her young companion. If they have
gone away, I must follow them. My business with them is imperative.
Tell me truthfully where they have gone, and I will give you this.”
He held up as he spoke a glittering half sovereign.
Buttons hesitated. Clearly he had had his instructions to betray to no
one the course his young mistress had taken, and just as clearly his
virtue wavered before the glittering bribe offered to him. He reasoned
within himself that no one need ever know that he had told, and here
was an opportunity to make ten shillings without work. He yielded to
the temptation.
“Miss Wroat and Mrs. Peters,” he began, with his eyes fixed on the
coin—“they—”
“Mrs. Peters? That is what the young companion calls herself? Go
on.”
“Miss Wroat and Mrs. Peters,” repeated the boy, “they have gone to
Heather Hills to stay a month—that’s where they’ve gone. Now give
me my money.”
“In one moment. As soon as you tell me where is Heather Hills.”
“Scotland,” said the lad. “Inverness. I don’t know nothing more, only I
know the boxes and trunks were labelled Inverness, for I looked at
’em. The money!”
Rufus paid it, and hurried away, proceeding to the Great Northern
Railway station. When he reached it, the night express had gone!
CHAPTER XIII.
AN ACTIVE RESISTANCE.
Neva Wynde was not one to waste her strength in useless repining,
nor to give way to weakness and tears at a time when she needed
all her keenness of wit and vigor of body, in the contest begun by her
enemies. She was a brave, resolute young girl, and she did not lose
her bravery and resolution even after matters had been so singularly
precipitated to a crisis, and she knew her enemies as they were. She
retired into her own room, as we have said, and was locked in. As
the bolt shot home and Neva comprehended that she was an actual
prisoner, her cheeks flamed with her indignation at the indignity
practised upon her, but she did not weep or moan.
She quietly laid aside her fur jacket and hat and went to her window,
essaying to look out. The baying of the dogs in the yard below
reached her ears, and she went back to her fire, smiling bitterly.
“I see no way of escape,” she murmured. “The night is cold, and I
might die on the mountains in my wanderings, should I get out. I am
in lonely Scottish wilds, but I am in the hands of Providence, and I
will fear no evil. Surely Arthur will find me out. Craven Black may be
keen-witted, but Arthur is keener. He will find me.”
She stirred the logs on the hearth to a brighter blaze, and sat before
her fire, until long after she heard the French woman go to her bed in
the ante-room. At last she arose and barricaded the door with her
trunks, and undressed, said her prayers, and went to bed, but not to
sleep.
At the usual hour of the morning she arose and dressed herself,
making her own toilet. When she had completed it, the door opened
and the French woman entered her presence.
“What, dressed, Mademoiselle?” said Celeste. “I am come to dress
you, but of course I had to dress Madame and Mrs. Artress first.
Mademoiselle is no longer the first person to be considered and
waited upon, you see. Mademoiselle was first at Hawkhurst; she is
last at the Wilderness.”
“Leave the room, Celeste,” said Neva haughtily. “After your base
treachery to me last night, I must decline your attendance.”
“Madame the step-mamma is to be obeyed, not the refractory
Mademoiselle,” said the French woman insolently. “If Mademoiselle
is not satisfied, the remedy lies in Mademoiselle’s own hands. The
breakfast waits, and foreseeing that Mademoiselle would be ready
for it, Monsieur and Madam are already in the dining-room. I will
show you the way.”
Neva had not expected to be allowed to leave her room, and
descended at once to the dining-room, closely attended by Celeste,
who gave her not the slightest chance of escape. The Blacks and
Mrs. Artress were in the dining-room, and addressed Neva
courteously; she responded coldly, and took her seat at the table.
Not a word was spoken on either side during the progress of the
meal, after which Celeste appeared to conduct Neva back to her
room, and the captive was again locked in.
During Neva’s brief absence her room had been put in order, and her
fire had been freshly made. She sat down with a book, but she could
not read. She took out her drawing materials, but she could not work.
Her thoughts were with her young lover, and she indulged in
speculations as to what he was doing at that moment, and when he
would find her.
At noon, Celeste came in bearing a tray on which was a plate of
bread and a jug of water. She went out without speaking.
At night, Celeste appeared again with similar refreshments, and
made up the fire afresh, and went out without speaking. The prison
fare and prison treatment on the silent system was intended to
subdue the haughty young captive, whom her enemies expected to
see a suppliant for mercy in the course of a few hours. They did not
know Neva Wynde. Her proud lip curled, and her soul rebelled
against the meanness and wickedness of her oppressors, but she
ate her dry bread composedly, and drank the clear water as if it had
been wine.
That night, after barricading her door, she went to bed and to sleep.
The next morning, when she was dressed and standing by her
window, looking out into the gloom of the firs and mountain pines
that grew near to the house, and shut out nearly all light and
brightness from her room, her door was unlocked, and Mrs. Craven
Black swept into the apartment.
Mrs. Black was attired in a Parisian morning robe of white cashmere
faced with ermine, and lined throughout with quilted cherry-colored
silk. A band of ermine confined her robe at the waist, and was
fastened with a jewel clasp. Her countenance was supercilious and
domineering, and her eyes gleamed with prospective triumph.
Neva did not turn from her window after the first glance at her visitor,
but continued to look out into the gloom, as if unconscious of her
visitor’s presence.
“Still rebellious, eh?” said Octavia, pausing near the door, and
regarding Neva with smiling insolence. “Are you not ready to become
the obedient step-daughter, Neva, and to comply with my
commands?”
“I shall never be ready to comply with your commands, madam,” said
Neva haughtily.
“Never! Ah, that’s a word with a long meaning,” said Mrs. Black
superciliously. “I think you’ll change your mind after a little longer
imprisonment. How do you like your Lenten fare? Bread and water is
what they give to contumacious prisoners, and it is found effective in
subduing obstinate tempers. Don’t you think such meagre diet
affects your resolution, Neva?”
The young girl did not answer.
“Sulky? Yes, I see. You are but a child, Neva, rebelling against
rightful authority. Your father enjoined you to yield me a daughter’s
obedience. I have not been unreasonable, and you should respect
my superior knowledge of the world and my superior wisdom, and
give way to them. You are not yet prepared to do this?”
“As much now as I ever shall be,” said Neva, her eyes flashing. “Are
you really so foolish, Mrs. Black, that you believe you will force me
into perjuring myself? Do you really think me a child, whom you can
coerce or frighten into obedience to an unjust will? You are mistaken
in me. You will find me at the end of a year as firm in my refusal to
obey you in this same thing, as you find me now.”
Mrs. Black looked incredulous.
“My dear Neva,” she said caressingly, “I have just been down to the
dining-room, and have discovered that we are to have broiled birds
on toast, hot rolls and coffee, for breakfast, with the most delicious
Scotch marmalade made of Seville oranges. It’s a bitter cold
morning, just like January. I can feel the cold wind coming in through
your windows. Think of going down to the breakfast that is prepared
for us below. There is a cover laid for you. Come down with me,
Neva, and after breakfast we will go down to the sloop and start on
our return home. Is not the picture pleasant? Will you come?”
“I suppose there is a condition attached to partaking of this
breakfast,” said Neva. “You have not relented?”
“Ah, I hoped you had relented,” said Octavia Black, smiling. “Are you
sure I have not tempted you? You have only to speak one little word,
Yes, and you shall share our breakfast, and we will start for home to-
day.”
“You must have a high opinion of me,” said Neva bitterly. “I will not
sell my birthright, madam, for a mess of pottage. I prefer bread and
water to the end of my days, rather than to become a party in your
vile schemes, or to marry a man I do not love.”
“Then I will send your breakfast up to you,” said Mrs. Black. “I had
hoped that you would go down with us. But to-morrow morning may
not find you so obstinate.”
She retired, and Celeste brought up a tray with bread and water. The
French woman put the room in order and made up the fire anew,
bringing in a huge back-log herself, which she dragged along upon a
reversed chair. She went out without speaking.
The next day was like this one. Mrs. Black came in in the morning
with her proposals, and retired discomfited. Then Celeste brought
bread and water and put the room in order, and went out, to return at
noon and evening with more bread and water.
Still Neva did not yield. Her imprisonment was telling on her strength,
but her courage did not lessen. Her red-brown eyes glowed with
courage and resolution from out a pale face, and her lips wore a
smile of patience and cheerfulness which angered her enemies.
Upon the fourth morning Neva arose with a determination to make a
bold attempt at escape. She could not render her condition worse in
any event, and perhaps she might gain her freedom. While she was
dressing she formed a plan, upon the success of which she felt that
her fate depended.
“I begin to believe that Arthur will never find me here,” she thought. “I
must help myself.”
She dressed herself warmly, secured her pocket-book in her bosom
and her jewels on her person, and put on her fur jacket and round
hat. Thus equipped, she waited at her window with keen nervous
anxiety, her ears live to every sound, and her heart beating like a
drum.
At the usual hour Mrs. Black came in alone, as she usually came.
There was no one in the ante-room, as Neva knew, Celeste being in
attendance upon Mrs. Artress, who grew more and more exacting of
the French woman’s services with each day.
Mrs. Black started as she beheld Neva in out-door costume, and
halted near the door, looking suspiciously at her captive.
“What! Dressed to go out?” she exclaimed.
“Yes, madam,” answered Neva wearily, yet with every nerve in her
slender frame quivering. “I am tired of this forced inaction. I long for
exercise, for the fresh air, and the songs of birds.”
“You know on what terms you can have these blessings,” said
Octavia Black, still suspiciously.
“Yes, madam, I know.”
Mrs. Black’s face brightened. In the girl’s dejected tone and drooping
attitude she believed that she read her own victory. She came
toward Neva, her hard black eyes shining, her cheeks burning redly,
her lips parted in an exultant smile.
“My dear child,” she cried, stretching out her hands. “I was sure the
close confinement and prison diet would bring you to a sense of your
duty. I have no reproaches to offer; I am too happy in the victory I
have won. You have now only to take a solemn oath to marry Rufus
Black on our return to Hawkhurst, and never to betray this affair at
the Wilderness, and we will set out in the yacht this very morning on
our return to Hawkhurst. You shall—”
Neva did not wait for the sentence to be finished.
With a furtive glance she had seen that the door was ajar, and that
no one was yet in the ante-chamber; and so, suddenly, with a dart
like that of a lapwing, she flew past Mrs. Black, sprang into the outer
room, and locked the door upon her utterly amazed and stupefied
enemy.
Then she sped across the floor of the ante-room and peeped into the
hall.
The upper and lower halls and the stair-way were alike deserted. By
some strange fatality, or providence, not one of the household was
within sight.
Neva fled down the stair-way with the speed and lightness of an
antelope. The front door was ajar. She pulled it open and darted out
upon the lawn, and sped away amid the gloom of the trees. And as
she thus fled, the loud shrieks of Mrs. Black rang through the house,
rousing Mr. Black in the dining-room, Mrs. Artress and Celeste, and
even the women in the kitchen.
In seemed less than a minute to Neva, when she heard shouts and
cries at the house, the barking of dogs, and the sounds of pursuit.
Neva dared not venture down to the loch, nor dared she risk an
appeal to the sailors on board the yacht. Her safety lay in avoiding
every one in the vicinity of the Wilderness, and she turned up the
wild mountain side, with the idea of skirting the mountain and
descending to the valley upon the opposite side.
The low-growing mountain shrubbery screened her from view, but it
also impeded her flight. She bounded on and on, panting and
breathless, but a horrible pain in her side compelled her to slacken
her speed, and finally she proceeded onward at a walk. Her heart
seemed bursting with the thronging life-blood, her head and body
were one great throbbing pulse, and her feet grew heavy as if
clogged with leaden weights.
Unable to proceed further without rest, she sat down upon a huge
boulder under a protecting cliff to rest. The gray morning scarcely
penetrated to the gloomy spot in which she had halted. The trees
were all around her, and the winds made wild moaning among their
branches. She could see nothing of the Wilderness, nor of any
house. She was lost in the pathless wild, in the chill gray morning,
with a drizzling mist, as she now for the first time noticed, falling all
around her like a heavy mourning vail.
“At any rate, I am free,” she thought, lifting her pale wild face to the
frowning sky in rapture. “Free! O God, I thank thee!”
And then, with that prayer of gratitude upon her lips, with her head
raised to ecstacy of joy, there was borne to her ears the barking of
dogs and the loud yells of men—the sounds of an active and terrible
pursuit! The enemy was close at hand!
CHAPTER XIV.
NEVA STILL DEFIANT.
The sounds of active and hostile pursuit, growing every instant

louder as the pursuers neared Neva’s temporary halting-place,
startled the young fugitive into renewed flight. She started up like a
wearied bird from its nest, and fled onward through tangled
shrubbery and over outcropping boulders, tripping now and then
over some loose rock, which, at the touch of her light feet, went
rumbling down the steep mountain side with a crash that rang in her
ears, frightening her to yet greater speed. She sped through thickets
of the dwarfed mountain pines and firs, and over open and sterile
patches of ground, where there were no trees nor friendly rocks to
screen her flying figure, and the drizzling Scotch mist fell around her
like a dusky vail, and the skies were gloomy above her, and the air
was keen with wintry chill.
And still was borne to her ears, sometimes louder, sometimes fainter,
the sounds of the barking of dogs and the shouts of men. These
sounds quickened Neva’s flagging steps, but she could not outrun
her pursuers. They were on her track, and sooner or later, unless
she could out-wit them, or hide from them, they must capture her.
Her wild eyes searched the mountain side as she hurried on. There
was no hole in the rocks into which she might creep, and lie
concealed until her enemies should have passed. The trees were too
low and scraggy to offer her shelter among their few and scanty
foliaged branches. Her way was difficult and tortuous, and with a
sudden change of purpose, Neva turned aside from her course of
skirting the mountain, and plunged downward toward the mountain’s
base.
“I shall come down upon the side nearly opposite the loch,” she
thought. “At any rate, I have passed beyond the plateau.”
In the course of ten minutes more, she struck into a rude wagon
track, which Neva conjectured led from the Wilderness to some
farm-house or hamlet upon the opposite side of the mountain. She
followed the circuitous, steep, and slowly descending track, looking,
as she ran, like some wild spirit of the mist.
The sounds of pursuit faded out of hearing, and again she sat down
to rest, her limbs giving way beneath her. Her tongue was parched
and swollen, and the blood surged through her frame still with that
one gigantic throbbing, and her feet ached with an utter weariness,
yet she got up presently and staggered on, with fearing backward
glances over her shoulders, and her eyes staring wildly from out the
wet whiteness of her young face.
“I can’t keep on much longer,” she murmured aloud. “I feel very
strange and ill. Perhaps I shall die here, and alone. Oh, is there no
help for me?”
No answer came to that piteous cry save the wailing of the winds
among the pine boughs, and the dashing of the sleet-like rain in her
face. She moved more and more slowly. Her garments seemed
strangely heavy to her, and her feet grew more and more like leaden
clogs weighing her down to the earth.
A terrible despair seized upon her. With a wild prayer on her lips and
a faintness like that of death upon her, she leaned against a low tree,
clinging to it to prevent herself from falling. As her head sunk forward
wearily upon her breast, her closing eyes caught a glimpse through
the trees of an object at a little distance that lent to her for the
moment an unreal strength and vigor, and she gave a great cry of
joy, as hope surged back into her young fainting heart.
The object was only a small cabin built of cobblestones, a mere
shepherd’s hut perhaps, or, as was far more likely, it had been built
long ago for the occasional use of belated sportsmen who, during a
stay at the Wilderness, found themselves lost upon the mountain. It
had a strong roof and a capacious chimney, but it exhibited no sign
of habitation. Neva did not observe this fact, and pressed onward to
the door of the cabin, which she opened without preliminary
knocking. There was no one in the cabin.

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MGMT 12 BRIEF CONTENTS

Part 1 IntroductIon to ManaGEMEnt

Brief contents iii

Part 1 3 Organizational Environments

4 Ethics and Social

1 Management 2 4-4 Practical Steps to Ethical Decision-Making 80

2-5 Operations, Information, Systems,

© Photo Credit Here

12 Managing Individuals and Decision Theory 329

1-2 Explain the four functions of management.

FuNcTIoNS functions of management, as shown in Exhibit 1.1.

Planning Organizing 1-2b Organizing

For example, the question “What

tem (ASRS) reorganizes who does what. Installed

business are we in?” is at the heart of stra-

in the 20,000-square-foot storerooms at the back

tegic planning. You’ll learn about this in

of Walmart Supercenters, Alert Innovation’s

Chapter 6. If you can answer the question

24-foot-high system automatically moves

“What business are you in?” in two sen-

items vertically and horizontally in auto-

and taking corrective action when progress isn’t being

michaeljung/Shutterstock.com; PETER CLOSE/Shutterstock.com; MangoNic/Shutterstock.com; racorn/Shutterstock.com

1-3c First-Line Managers

Informational Roles 1-4b Informational Roles

I f you work in a large organization, getting anointed as a

The sounds of active and hostile pursuit, growing every instant

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