Teguh Budiarto

2020
MANAGEMENT
MANAGEMENT
1. Manager and Management
2. Planning and Strategic Plan
3. Organizing and Controlling
4. Motivating and Leading
5. Managing Communication
6. Conflict and Change Management
1 MANAGER &
MANAGEMENT
1 MANAGER &
MANAGEMENT
1. Management & Business
2. Management Thoughts
3. Manager as a Human
Decision Maker
1
Management & Business
MANAGEment
Management is process of planning, organizational, observation and guidance of effort
all organizational member and usage of resource, other organizational to be reaching
the target of organization which have been specified. (James AF Stoner)
 
Management is to forecast and to plan, to organize, to command, to co-ordinate and to
control. (Henry Fayol)
 
Management is the art of getting things done through others. (Mary Parker Follet) 
 
Management is the process of working with and through others to achieve
organizational objectives in a changing environment. Central to this process is the
effective and efficient use of limited resources. (Kreitner)

Management is the planning, organizing, leading and controlling of human and other
resources to achieve organizational goals efficiently and effectively. (Jones and George) 
MANAGEment is,
the best way for achieving
organizational goals using resources
and opportunity (input) to produce
best performance and sustained
harmonious in changing environment (
.
 MANAGEment
is the best ways – Process (planning, organizing and controlling) for achieving organizational goals
using resources and opportunity to produce best performances (effective, efficient and growth) is
sustained (harmonious profit, people and planet) in a changing environment .
MANAGEMENT
1. Planning,
Defining
Goals
2. Organizing, and
3. Controlling the System.

Choosing Setting Coordinating

Strategy Structure Communicating

Setting
Evaluating Controlling
Information
Performance Mechanism
System
9
MANAGEment
3x3 Input Process Output

Planni
ng
Resourc Efficien
es cy

Objecti Organiz Growth

ves ing
Opportu
Effectiiv
nities ity

Controll
ing
Strategic Performance

Integrating
 Strategic
MANAGEment
1. Resources,
2. Opportunity,
3. Obyectives.

Jones & George, 2018

 Best Ways
MANAGEment
1.Planning,
2.Organizing,
3.Controlling.

Jones & George, 2018

Integrating MANAGEment Funcions

2
1 PLANNING
Set Goals, & How
to Achieve them
ORGANIZING
Arrange Tasks,
Resources,
Motivate,
Communicate &
Lead People to
Work

CONTROLLING

3
Monitor Performance,
Compare w/Goals &
Take Corrective when
Needed
 Performance
MANAGEment growth

1. Growth,
2. Effective,
3. Efficient. effective

efficient
Jones & George, 2018
 Sustainability
MANAGEment
Sustainable development, Brundtland commision, 1987 Social
People
1. Make Profit Equitable Bearable

2. For and by Human People Sustain

able
3. Survive in Planet space Financial Ecological
Viable
Profit Planet

Jones & George, 2018

 Sustainable
Development
1. People,
2. Prosperity,
3. Peace,
4. Partnership
5. Planet.

Jones & George, 2018

UNIVERSALITY of Management
• Manufacturing
• Marketing
• Human Resources
Areas • Accounting
• Information
• Etc.

• Small Size MANAGEMENT Types

• Medium • Profit
• Large • Not for Profit

• Bottom
Levels • Middle
• Top

Robbins & Coulter, 2012

“Management is, above all, a practice
where art, science, and craft meet”
Henry Mintzberg 
Henry Mintzberg, (born September 2, 1939) is an
internationally renowned academic and author on
business and management. He is currently the
Cleghorn Professor of Management Studies at
the Desautels Faculty of Management of McGill
University in Montreal, Quebec, Canada, where he
has been teaching since 1968.
He earned his Master's degree in Management and
PhD from the MIT Sloan School of Management in
1965 and 1968 respectively. His undergraduate
degree in mechanical engineering is from McGill
University.
Business
is activities seeking profit (financial) to fulfill
of society’s needs, to produce product using
organizational resources (operations),
through exchange with consumer (marketing)
at time (better than past) and space
dimensions (better than its competitors) also
sustained in a dynamic business environment
(global and digital technology).
 How

Best Business
Achieve The BEST Goal?

by
Managing the Business
Business Management
how to integrate all of business activities
(main activities, supporting and instrumenting
business tools) to achieve organization goals
through management activities (planning,
organizing and controlling) better than past
and its competitor also sustained in a dynamic
business environment.
Business Management
integrating all business activities (operations, marketing and
financial) through planning, organizing and controlling all of these
activities for Business goals.
Finance
• Operations Management
Finance
(manage operations activities to produce benefits which have
Marketing Operations
Marketing Operations
value added through transforming resources)

• Marketing Management
(manage marketing activities to satisfy consumers’ needs through
Planning exchange process)

Organizing
• Financial Management
(manage financial activities to develop corporate financial wealth
Controlling through both funding and allocating funds, financing all of the
business activities and making business profit.making profit)
Business Management
Matrix
Operations Marketing Finance

Plan A D G
Organization
B E H
Control
C F I
Business Management
3x3 Matrix Business
Plan
Operations
Plan
Marketing
Plan
Finance
Plan

Organization
Control A3 D3 G3
Organization A2 D2 G2 G3

Plan
Plan A1 D1 G1 G2

A1 D1 G1 G1 H3
Activity 1 Supply Marketing Mix Funding &
Resources Plan Plan Allocating Plan H2

H1 H1
Activity 2
B1 E1 I3
Transformation Market Profit
Plan Segmentation Plan I2

I1
Activity 3 C1 F1 I1
Product Competitor Cash flow
Plan Plan Plan
Operations Management
Input Process Output

Efficient Effective Growth

Resources Transform Product

rm
rfo
als

Bes ve
igh
e

t pe
t Go

the Achie
e
the chiev

the chiev
ls R
righ

goa
A

A
 I
Ma nte
Marketing Management
rk gra
et tin
in
g g
Mi to mer
x Cus nship
tio
Rela
Exchange

• Product & Pricing Value

• Communicating Marketer Profit
Market • Segmenting
• Placing • Targeting
• Positioning

p et i
Com ntage
t ive
Competitors
• Fighting
a
Adv & Environment • Collaborating
• Niching
 Financial Management
age
r
e ve
Ef • Equities L
f
Ef ecti Funding & • Debt
ifc v
Gr icnifen e Allocating • Assets
ow t
th
Funds

• Revenue
• Cost Making Financing w
sh flo
• Profit
Profit Operations C a

• Operations
• Investment
• Surplus
Business Management
in a dynamic business environment

1. Digital Business
2. Global Business
3. Sustainable Business
 How

Business
Achieve BEST Performances?
BEST Performance based on
Time & Space Dimension

Better than Past & Competitors

 How

Best Business
Achieve Sustainable Goal?
Sustain harmonious in environment
Sustainable Business
2
MANAGEMENT THOUGHTS
Management
THOUGHTS
1. Classical
2. Behavioral
3. Science
Management Thought Evolution
1. Classical 1. Scientific Management
Management Theory 2. Administrative Management
(1880-1930)
3. Early Behavioral
2. Behavioral 4. Human Relations Movement
5. Behavioral Science
Management Theory Approach
(1920-1950)
6. Quality management
3. Management Science 7. Quantitative Management
Theory (1950- ) 8. Open System Management
9. Contingency Management
Different angle,
Different perspective
1 Classical Management
1. Scientific Management
2. Administrative Management
Scientific Management
The systematic study of
relationships between people
and tasks fot the purpose of
redesigning the work process
to increase efficiency
 Scientific Management
Efficiency, Productivity
Frederick W. Taylor (1856-1915)

4 Scientific Principles:
1. Task evaluation
2. Workers selection
3. Training & Incentives
4. Work plan methods
 Scientific Management
Task Efficiency
Frank Gilbreth (1868-1924)
Lilian Gilbreth (1878-1972)
Time & Motion Study:
1. Task break down into
components
2. Find better way for
each of component
3. Reorganize each of
components.
Administrative Management
The systematic study of how to
create an organizational
structure and control system
that leads to high efficiency
and effectiveness
 Administrative Management
14 Principles of Management
Henri Fayol, (1841-1925)
1. Division of Labor
2. Authority & Responsibility
3. Unity of Command
4. Scalar Chain
5. Centralization
6. Unity of Direction
7. Equity
8. Order
9. Initiative
10.Discipline
11.Remuneration
12.Stability of Tenure
13.Subordination
14.Esprit de Corps
Administrative Management
The Theory of Bureaucracy
Max Weber (1864-1920) principles:
1. Formal authority derives from one’s position
inside the organization
2. Individuals occupy positions
3. Each of individual’s authority and
responsibilities are specified
4. Authority is exercised effectively when
positions are arranged hierarchically
5. Rules of the organization are followed and
control individual behavior
2 Behavioral Management
1. Early Behavioral
2. Human Relations Movement
3. Behavioral Science Approach
 Early Behavioral
Organizational Behavior
Hugo Munsterberg, (1863-1916)

Industrial Psychology:
1. Psychological test
2. Learning theory
3. Employee motivation
 Early Behavioral
Organizational Behavior
Mary Parker Follett, (1868-1933)
Work Cooperatively:
1. Managers & subordinates
working together in harmony
2. Integration process solution
when conflict happened
3. Workers are controller and
managers are facilitators
 Early Behavioral
Hawthorne Effect Studies, 1920s.
Elton Mayo, (1880-1949)

Hawthorne Effect:
Employees worked harder,
• if they received added
attention,
• if they thought managers
cared about their welfare, and
• if supervisor special paid
attention.
Harvard research at Western Electric’s Hawthorne, Chicago
 Human Relations Movement
Theory X & Theory Y
Douglas McGregor, (1906-1964)
Theory X:
A set negative of assumption about
workers that manager’s task is to
supervise and control closely.

Theory Y:
A set positive of assumption about
workers that manager’s task is to
courage worker’s commitment and
self direction.
Behavioral Science Approach
is the systematic analysis and investigation
of human and animal behaviour through
controlled and naturalistic observation, and
disciplined scientific experimentation.

Scientific research for developing theories

about human behavior that can be used to
provide practical management tools.
Skinner’s Operant Conditioning
Operant conditioning is a form of
learning during which an individual
modifies the occurrence and form of
its own behavior due to the
reinforcement of consequences of the
behavior.

Reinforcement and punishment, the
Burrhus Frederick Skinner core tools of operant conditioning, are
(1904-1990 )
either positive (delivered following a
response), or negative (withdrawn
following a response).
Skinner’s Box
3 Management Science
1. Quantitative Management
2. Quality management
3. Open Systems Management
4. Contingency Management
5. Dynamic Capabilities Management
Quantitative Management
Operation Research using Mathematical
techniques to aid in problem solving and
decision making.
• Linier & Non-linier programming
• Modeling
• Simulation
• Queueing theory
• Game theory
Linier programming
is a method to achieve the best outcome
(such as maximum profit or lowest cost) in
a mathematical model whose requirements
are represented by linear relationships.
Linear programming is a special case of
mathematical programming (mathematical
optimization).
Linier programming
In a linear programming problem,
a series of linear constraints
produces a convex feasible
region of possible values for those
variables. In the two-variable case
this region is in the shape of a
convex simple polygon.
A closed feasible region of a problem with
three variables is a convex polyhedron.
The surfaces giving a fixed value of the
objective function are planes (not shown).
The linear programming problem is to find
a point on the polyhedron that is on the
plane with the highest possible value.
Modeling & Simulation
a simplification of relevant aspects of a
situation in the real world for its systematic
study
Queueing Theory
Queueing network as a set of interconnected
queueing systems. The user sources for some of
the queueing systems in the network may be other
queueing systems in the same network.
Game Theory & Oligopoly Behavior
Game Theory, including the “payoff matrix”, can
prove helpful to firms deciding how to respond to
particular actions by their competitors in
oligopolistic markets.
Quality Management
Quality refers to the total ability of product
or service to meet customer needs.

• Quality Control
• Quality Assurance
• Total Quality Management
Quality Control
The strategy for minimizing errors by
managing each stage of production.

Quality Assurance
The strategy for worker performing to
strive for zero defects.
Total Quality Management
(TQM)
Comprehensive approach dedicated to
continuous quality improvement, training, and
customer satisfaction.

W. Edward Deming Joseph M. Juran

Open System Management
The open systems approach
to management considers all
organizations as open
systems.
An open system is a system
that in some way or another
has interaction with its
surrounding environment. In
other words an open system
Ludwig von Belafanty has inputs and outputs.
 System
(from Latin systēma, in turn from Greek systēma)

is a set of interacting or
interdependent entities forming an
integrated whole.

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 Theoretical Framework
• An open system exchanges matter and energy
with its surroundings. Most systems are open
systems; like a car, coffeemaker, or computer.

• A closed system exchanges energy, but not

matter, with its environment; like Earth or the
project Biosphere2 or 3.

• An isolated system exchanges neither matter

nor energy with its environment; a theoretical
example of which would be the universe.
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 Common System Characteristics:
• A system has structure, it contains parts (or
components) that are directly or indirectly related
to each other;
• A system has behavior, it contains processes
that transform inputs into outputs (material,
energy or data);
• A systems has interconnectivity: the parts and
processes are connected by structural and/or
behavioral relationships.
• A system's structure and behavior may be
decomposed via subsystems and sub-processes
to elementary parts and process steps.
2/6/21 Teguh Budiarto 65
 Blood
Circulation
closed-system

2/6/21 Teguh Budiarto 66

 Solar cooled-system

2/6/21 Teguh Budiarto 67

 Engine Cooling system

2/6/21 Teguh Budiarto 68

The Open-System Management
Enviro
nment

Trans
Input formati Output
onal

Feed
back

69
The Open-System Management
This interaction with the outside
environment implies that open systems
need to be able to adapt to the changes
that occur in their environment.
 Gary Hamel
management saga

“You can't build an adaptable

organization without adaptable people -
and individuals change only when they
have to, or when they want to."
Gary Hamel
Dr. Gary Hamel ranks as one of the world’s most influential
business thinkers (according to Wall Street Journal). He is
particularly known for the work he conducted with C.K.
Prahalad with whom he developed the “core competence”
strategic management theory.

Gary Hamel  is a graduate of Andrews University (1975) and

the Ross School of Business at the University of Michigan
(1990).

Gary Hamel is the CEO of Strategos, an international

management consultancy in Chicago, a visiting Professor of
Strategic Management at the London Business School and
Director of the Innovation Lab.
Contingency Management
Manager’s approach should vary according
to be contingent the individual and
external environment situation.

Paul Lawrence Jay Lorsch Tom Burns

Contingency Management
Management Ideas are not Fixed, but They’re
a Process.
Build organizations are fundamentally Fit for
the Future—resilient, inventive, inspiring and
accountable.
"Modern” management is one of humanity’s
most important Inventions. It was developed
More than standardization, specialization,
hierarchy, control, and shareholder interests.

Gary Hamel
Contingency Theory
Organizational Design Applied
Mechanistic
Structure

Structure &
Environment
Control System

Organic
Structure
 Dynamic Capabilities
Management
Theory that organizations have the ability
to build, integrate, and reconfigure
processes to address rapidly changing
internal and external environments.
1. Sensing
2. Seizing
3. Transforming
David Teece
3MANAGER as a HUMAN
DECISION MAKER
“Where there is no
decision there is no
life”.
Manager
A manager is someone who
coordinates and oversee the
work of other people so that
organizational goals can be
accomplished.
Robbins & Coulter, 2012
 Peter Drucker:
“A manager is responsible for the
application and performance of
knowledge" .
Peter Ferdinand Drucker 
German: (November 19, 1909 – November 11,
2005) was an Austrian-born American
management consultant, educator, and author,
whose writings contributed to the philosophical
and practical foundations of the modern
business corporation.

He was also a leader in the development of

management education, he invented the concept
known as management by objectives, he has
been described as "the founder of modern and
management".
Managerial
RESPONSIBILITY
1. resource efficiency,
2. effectiveness of goals attainment,
3. best performance.
Efficiency & Effectiveness
Resource efficiency and effectiveness of goals attainment

Resource Goal
Usage Attainment

Low waste High attainment

Management

Robins & Coulter, 2012

Efficiency
is the extent to which time, effort, or cost is
well-used for the intended task or purpose.
Effectiveness
adequate to accomplish a purpose and
producing the intended or expected result.
The Best
Best refers to be a better than past
before and others.
Managerial SKILLS
ManaGer
as a Human
1.Personal
2.Social
Manager as a Personal
1. Rational
2. Emotional
3. Personality
Managerial roles in SOCIAL
1. Decisional
2. Informational
3. Interpersonal
Henry Mintzberg
Manager as a Decision Maker
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Informational Manager
• Monitor
• Disseminator
• Spokesperson
Interpersonal Manager
• Figurehead
• Leader
• Liaison

A leader  help organization steer through tough times;

a good leader have a plan in place already to react quickly to change;
a great leader have course corrected long ago which have no dangers in
the organization.
What Managers Actually Do
(Mintzberg)
1. Interaction
• with others
• with the organization
• with the external context of
the organization
2. Reflection
• thoughtful thinking
3. Action
• practical doing
MANAGER’S
DECISION MAKING
1. Decision
1. The Process
2. Styles
3. Perspectives
2. Dilemmas
3. Manager as a Human Decision Maker
1 Decision Making
Decision-making
Decision-making is process responding to solve the
managerial problems and making determinations about
goals and courses of action.

Decision-making is identifying and choosing alternatives

based on the values and preferences of the decision maker.
Decision-making can be regarded as the cognitive
process resulting in the selection of a belief or a course of
action among several alternative possibilities. 

Decision-making is one of the central activities of

management and is a huge part of any process of
implementation.
5 steps of Decision Making Process
External • Routine • Information • Rational
Situation • Non-structured • Orientation • Emotional

Gap Analysis Alternatives Evaluation

Problem
Solution Alternatives

Internal
Condition

Re Choice
evaluation Making

• Good decision • Different

• Bad decision • Dilemma
Decision Making Styles
Rational decision-making
This theory states that people make decisions by
determining the likelihood of a potential outcome, the
value of the outcome, multiplying the two, and then
choosing the more positive of the two outcomes. 

Irrational decision-making
In reality, there are some factors that affect decision-
making abilities and cause people to make irrational
decisions, one of them being availability bias. Availability
bias is the tendency for some items that are more readily
available in memory to be judged as more frequently
occurring.
Decision Making Styles

High tolerance for

ambiguity Analytical Conceptual

Low tolerance for

ambiguity Directive Behavioral

Technical concern People concern

What drives for making
decisions? 
It’sthe perception
of loss or gain.
Expectancy theory
Proposes that an individual will decide to
behave or act in a certain way because
they are motivated to select a specific
behavior over other behaviors due to what
they expect the result of that
selected behavior will be. 

The motivation of the decision is

determined by the desirability of the
outcome.
Expectancy theory
3 components:
1.Expectancy:
Effort → Performance (E→P)
2.Instrumentality:
Performance → Outcome (P→O)
3.Valence:
V(Reward)
Rational Decision?
Ray Kroc 
Raymond Albert "Ray" Kroc (October 5, 1902 – January
14, 1984). Was a Multi-Mixer salesman. He offered his
services to the McDonald brothers, who were looking for a
new franchising agent. Ray Kroc opened the first restaurant
of McDonald's, Inc. in Des Plaines, Illinois. The Des Plaines
location boomed, bringing in hundreds of dollars on its
opening day. Ray franchised out scores of restaurants to
franchisees. The brothers were satisfied with the money they
had, and did not feel a need to expand their empire.
Kroc became frustrated with the brothers' desire to maintain
a small number of restaurants. In 1961, he bought the
company for $2.7 million (enough to pay each brother $1
million each after taxes). (When negotiating the contract the
McDonald brothers said that 2% sounded greedy; 1.9% was
more attractive.)
“Our brains do not
contain a single, general
purpose decision-making
unit”.
Cristopher Chabris
Decision-making Perspectives
1. Psychological: examining individual decisions in
the context of a set of needs, preferences and
values the individual has or seeks.

2. Cognitive: the decision-making process

regarded as a continuous process integrated in
the interaction with the environment.

3. Normative: the analysis of individual decisions

concerned with the logic of decision-making and
rationality and the invariant choice it leads to
2 Dilemmas Decision
Dilemma’s decision
is a problem offering two possibilities, neither
of which is practically acceptable.

The dilemma is sometimes used as

a rhetorical device, in the form "you must
accept either A, or B"; here A and B would be
propositions each leading to some further
conclusion.

Applied incorrectly, it constitutes a false

dichotomy, a fallacy.
Grey Decision
Dilemma’s logic decision
Constructive Dilemmas
1. (If X, then Y) and (If W, then Z).
2. X or W.
3. Therefore, Y or Z.
Destructive Dilemmas
1. (If X, then Y) and (If W, then Z).
2. Not Y or not Z.
3. Therefore, not X or not W.
Other Types of dilemmas:
• Chicken or egg: which is first of two things, each of which presupposes the other
• Double bind: conflicting requirements ensure that the victim will automatically be
wrong.
• Ethical dilemma: a choice between moral imperatives.
• Extortion: the choice between paying the extortionist and suffering an unpleasant
action.
• Fairness dilemmas: when groups are faced with making decisions about how to
share their resources, rewards, or payoffs.
• Hobson's choice: a choice between something and nothing; "take it or leave it".
• Morton's fork: choices yield equivalent, often undesirable, results.
• Prisoner's dilemma: An inability to coordinate makes cooperation difficult and
defection tempting.
• Samaritan's dilemma: the choice between providing charity and improving
another's condition, and withholding it to prevent them from becoming dependent.
• Sophie's choice: a choice between two persons or things that will result in the
death or destruction of the person or thing not chosen.
• Zugzwang: One must move and incur harm when one would prefer to make no
move (esp. in chess).
Homer's Dilemma?
Homer Jay Simpson
is a fictional character in the animated television
series. Homer was created and designed by
cartoonist Matt Groening. Homer and his
wife Marge have three children: Bart, Lisa,
and Maggie. As the family's provider, he works at
the Springfield Nuclear Power Plant. Homer
embodies several American working
class stereotypes: he is crude, bald, overweight,
incompetent, clumsy, lazy, a heavy drinker, and
ignorant; however, he is essentially a decent man
and fiercely devoted to his family. Despite
the suburban blue-collar routine of his life, he has
had a number of remarkable experiences.
Even twins are different…

Mary-Kate & Ashley Olsen Twins

3 Decision Maker
3 Decision Makers
1. Individual Decision
2. Group Decision
3. God’s Decision
Individual Decision
 Costs and benefits ratio, also called "rational decision-making".
 Simple prioritization: choosing the alternative with the highest probability-
weighted utility for each alternative.
 Satisficing: examining alternatives only until an acceptable one is found.
 Maximizing, in which many or all alternatives are examined in order to find the best
option.
 Elimination by aspects: choosing between alternatives using Mathematical
psychology
 Preference trees updated the elimination by presenting a more ordered and
structured way of comparing the available alternatives.
 Acquiesce to a person in authority or an "expert"; "just following orders".
 Flippest e.g. flipping a coin, cards, and other random or coincidence
methods. Astrology,  or other forms of, superstition or pseudoscience.
 Opportunity cost: calculating the opportunity cost of each options and decide the
decision.
Individual Decision-making

Maintaining order on the chaotic streets of futuristic Mega-City

One, Judge Dredd is the ultimate lawman. Authorized to convict
and sentence preps on the spot, he not only enforces the law, he is the
Judge Dredd
is a fictional character who appears in
British comic books published by Rebellion
Developments, as well as in a number of
movie and video game adaptations. He
was created by writer John Wagner and
artist Carlos Ezquerra, and first appeared
in the second issue of 2000 AD (1977), a
weekly science-fiction anthology. He is
that magazine's longest-running
character.
Joseph Dredd is an American law
enforcement officer in the dystopian
future city of Mega-City One. He is a
"street judge", empowered to summarily
arrest, convict, sentence, and execute
criminals.
Group Decision
• Consensus decision-making tries to avoid "winners"
and "losers". Consensus requires that a majority
approve a given course of action.
• Voting-based methods. Majority requires support
from more than 50% of the members of the group.
• Delphi method is structured communication technique
for groups, originally developed as a systematic
interactive for collaborative forecasting.
• Dotmocracy is a facilitation method that relies on the
use of special forms Dot-voting (voting with dots)
called Dotmocracy Sheets.
 "The more decisions that you are
1927 forced to make alone, the more
you are aware of your freedom to
choose”.
Thornton Wilder
God’s Decision
The Bridge of San Luis Rey
The story centers on a (fictional) event that happened in
Lima, Peru, at noon on Friday, July 20, 1714.

A bridge woven by the Incas a century earlier collapsed at

that particular moment, while five people were crossing it.
The collapse was witnessed by Brother Juniper, a
Franciscan monk who was on his way to cross it. Wanting
to show the world God's Divine Providence, he sets out to
interview everyone he can find who knew the five victims.

Over the course of six years, he compiles a huge book of all

of the evidence he gathers to show that the beginning and
end of a person is all part of God's plan for that person.