Teguh Budiarto

2021
MANAGEMENT
MANAGEMENT
1. Manager and Management
2. Planning and Strategic Plan
3. Organizing and Controlling
4. Leading, Motivating, and Communicating
5. Conflict & Change management
6. Managing Business
1 MANAGER &
MANAGEMENT
1. Management
2. Management Thoughts
3. Human Decision Making
1
Management
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
1. the best way (planning, organizing and
controlling)
2. for achieving organizational goals using
resources and opportunity
3. to produce best performance (effective, efficient
and growth), sustainable (profit, people and
planet) and adaptable in changing environment
(growing, stabilize and survival).
Defining 1 Planning
MANAGEMENT
Goals

2 Organizing
Choosing Setting Coordinating
Strategy Structure Communicating

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

Planni
ng
Resour Efficien
ces cy

Objecti Organiz Growth

ves ing
Opportu Effectiiv
nities ity

Control
ling
Strategic BEST
Concept Performance
Integrating
Activities
 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.
1. Make
Make Profit
Profit Equitable Bearable

2.
2. For
For and
and by
by Human
Human People
People Sustain
able
3.
3. Survive
Survive in
in Planet
Planet space
space Ecological
Financial
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.
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
4. Human Relations Movement
2. Behavioral 5. Behavioral Science
Management Theory Approach
(1920-1950)
6. Quality management
7. Quantitative Management
3. Management Science 8. Open System Management
Theory (1950- ) 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 for 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
System
(from Latinsystēma
(fromLatin systēma,,ininturn
turnfrom
fromGreek
Greeksystēma)
systēma)

isis aa set
set of
of interacting
interacting or
or
interdependent
interdependent entities
entities forming
forming an
an
integrated
integrated whole.
whole.

10/12/21 Teguh Budiarto 49

 Theoretical
Theoretical Framework
Framework
•• An
Anopen
opensystem
systemexchanges
exchangesmatter
matterand
andenergy
energy
with
withits
itssurroundings.
surroundings.Most
Mostsystems
systemsare
areopen
open
systems;
systems;like
likeaacar,
car,coffeemaker,
coffeemaker,or
orcomputer.
computer.

•• AAclosed
closedsystem
systemexchanges
exchangesenergy,
energy,but
butnot
not
matter,
matter,with
withits
itsenvironment;
environment;like
likeEarth
Earthor
orthe
the
project
projectBiosphere2
Biosphere2oror3.
3.

•• An
Anisolated
isolatedsystem
systemexchanges
exchangesneither
neithermatter
matter
nor
norenergy
energywith
withits
itsenvironment;
environment;aatheoretical
theoretical
example
exampleof
ofwhich
whichwould
wouldbe
bethe
theuniverse.
universe.
10/12/21 Teguh Budiarto 50
 Common
Common System
System Characteristics:
Characteristics:
•• AAsystem
systemhas structure,
has structure,ititcontains
containsparts
parts(or
(or
components)
components)that thatare
aredirectly
directlyor
orindirectly
indirectlyrelated
related
to
toeach
eachother;
other;
•• AAsystem
systemhas behavior,
has behavior,ititcontains
containsprocesses
processes
that
thattransform
transforminputs
inputsinto
intooutputs
outputs(material,
(material,
energy
energyorordata);
data);
•• AAsystems
systemshas interconnectivity:
has interconnectivity:the theparts
partsand
and
processes
processesareareconnected
connectedby bystructural
structuraland/or
and/or
behavioral
behavioralrelationships.
relationships.
•• AAsystem's
system'sstructure
structureand
andbehavior
behaviormaymaybebe
decomposed
decomposedvia viasubsystems
subsystemsand andsub-processes
sub-processes
to
toelementary
elementaryparts
partsand
andprocess
processsteps.
steps.
10/12/21 Teguh Budiarto 51
 Blood
Circulation
closed-system

10/12/21 Teguh Budiarto 52

 Solar cooled-system

10/12/21 Teguh Budiarto 53

 Engine Cooling system

10/12/21 Teguh Budiarto 54

The Open-System Management
Enviro
nment

Trans
Input formati Output
onal

Feed
back

55
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
3
HUMAN
DECISION MAKING
“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
Manager as a Human
Humans (Homo sapiens) are a species of highly
intelligent primates.  Humans are terrestrial
animals, characterized by their erect
posture and bipedal locomotion; high manual
dexterity and heavy tool use compared to other
animals; open-ended and
complex language use compared to
other animal communications; larger, more
complex brains than other primates; and highly
advanced and organized societies.
ManaGer
as a Human

Cognitive science is the

interdisciplinary, scientific
 study of the mind and its
processes.
Cognitive Psychology
is the scientific study of mental processes such as
•attention,
•language use, 
•memory, 
•perception,
•problem solving, 
•creativity, and 
•thinking.
Think like a ManaGer
1. Managing self: the reflective mind-set
2. Managing organizations: the analytic
mind-set
3. Managing context: the worldly mind-set
4. Managing relationships: the collaborative
mind-set
5. Managing change: the action mind-set

HBR,(2003)
ManaGer
as a Human
1. Personal
2. Social roles
Manager as a Personal
1. Rational or logical thinking
2. Emotional or feelings
3. Personality or characteristic patterns
of thoughts, feelings and behaviors
that make a person unique.
Managerial roles in SOCIAL
1. Decisional
2. Informational
3. Interpersonal
Henry Mintzberg
1. Manager as a Decision Maker
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
2. Informational Manager
• Monitor
• Disseminator
• Spokesperson
 3. 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
 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’S
DECISION MAKING
1. Decision
1. The Process
2. Styles
3. Perspectives
2. Dilemmas
3. Manager as a Human Decision Maker
 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".
1 Decision Making
Decision Making
is the process of making choices by
identifying a decision which respond to
environment, gathering information,
and assessing alternative resolutions
for achieving goals and courses of
action.
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.
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.)
Decision Making
• Programmed decision making
• Nonprogrammed decision making

• Rational decision making

• Irrational (Intuition) decision making
Decision Making
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
Classical decision making
A prescriptive approach based on the assumption that decision
maker can identify and evaluate all possible alternative and their
consequences and rationally choose the most appropriate course
of action.

Administrative decision making

Decision making is herently uncertain and risky to make
satisfactory decision, bounded by people’s cognitive limitations,
incomplete information, ambigous information, time and cost
constraint.
(Jones & George, 2020)
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
Cognitive Bias
Rational Decision making tend to use
Heuristic & Systematic Errors.
•Confirmation Bias
•Representative Bias
•Illusion of Control
•Escalating Commitment
(Jones & George, 2020)
5 steps of Decision Making Process
External • Routine • Information • Rational
Situation • Non-structured • Orientation • Emotional

Alternative Evaluation
Gap Analysis Problem Solution Alternatives

Internal
Condition

Re Choice
evaluation Making

• Good decision • Different

• Bad decision • Dilemma
Decision Making Styles

High tolerance for

ambiguity Analytical Conceptual

Low tolerance for

ambiguity Directive Behavioral

Technical concern People concern

Drives for making decisions 
It’s the 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)
“Our brains do not
contain a single, general
purpose decision-making
unit”.
Cristopher Chabris
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.