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Modern
Management concepts & skills

R TO
CE
IS
EV
TR
S.
&

T O
E R
. C
C
U EL
SAM

fifteenth edition
 CONTENTS vii

Conclusions about the Performance of Social Promoting Diversity through Hudson Institute
Responsibility Activities by Business 46 Strategies 77
Social Responsiveness 47 Promoting Diversity through Equal Employment
Determining Whether a Social Responsibility Exists 47 and Affirmative Action 78
Social Responsiveness and Decision Making 48 Promoting Diversity through Organizational
Commitment 79
TIPS FOR MANAGING AROUND THE
GLOBE: China Focuses on Agricultural (Ag) Promoting Diversity through Pluralism 80
Sustainability 48 TIPS FOR MANAGING AROUND THE GLOBE:
Approaches to Meeting Social Responsibilities 49 Deloitte UK “Hides” College and University
Degrees 81
The Social Audit Challenge 50
How Managers Promote Diversity 82
The Philanthropy Challenge 51
Planning 82
The Sustainable Organization Challenge 52 Organizing 82
Defining Sustainability 52 Influencing 83
Defining a Sustainable Organization 52 Controlling 83
Why Sustainability? 53
STEPS FOR SUCCESS: Generation Z Members and
Steps for Achieving Sustainability 54 Their Challenges 83
PRACTICAL CHALLENGE: ACHIEVING Management Development and Diversity
SUSTAINABILITY: Mars 54 Training 84
Managers and Ethics 56
CHALLENGE CASE SUMMARY    86
A Definition of Ethics 56
Why Ethics Is a Vital Part of Management Class Preparation and Personal Study 87
Practices 56 Management Skills Exercises 88
A Code of Ethics 57
Creating an Ethical Workplace 57
STEPS FOR SUCCESS: Creating an Ethical Work
Environment 59
Following the Law: Sarbanes–Oxley Reform 5 Managing in the Global Arena 93
Standards 59
Global Management Skill and Your Career 93
CHALLENGE CASE SUMMARY    60
CHALLENGE CASE: KFC Opens a Store a Day in
Class Preparation and Personal Study 62 China 94
Management Skills Exercises 63
Fundamentals of International
Management 95
4 Management and Diversity 67
Categorizing Organizations by Level of
Diversity Skill and Your Career 67 International Involvement 97
Domestic Organizations 97
CHALLENGE CASE: Diverse Employees International Organizations 97
Contribute to GE Lighting’s Bright Future 68 Multinational Organizations: The Multinational
Corporation 97
Defining Diversity 69
The Social Implications of Diversity 69
Multinational Corporations 98
Complexities of Managing the Multinational
Advantages of Diversity in Organizations 70 Corporation 98
Gaining and Keeping Market Share 70
PRACTICAL CHALLENGE: GROWING AN
Cost Savings 70 INTERNATIONAL ONLINE BUSINESS:
Increased Productivity and Innovation 71 Amazon’s International Expansion 100
Better Quality Management 71 Risk and the Multinational Corporation 100
Challenges That Managers Face in Working with The Workforce of Multinational
Diverse Populations 72 Corporations 100
Changing Demographics 72 Types of Organization Members Found in Multinational
Multigenerational Workforce 73 Corporations 101
Ethnocentrism and Other Negative Dynamics 73 Workforce Adjustments 101
PRACTICAL CHALLENGE: SETTING DIVERSITY Adjusting to a New Culture 101
TARGETS: Pinterest Sets Hiring Goals for a More Repatriation 101
Diverse Workforce 74
Management Functions and Multinational
Negative Dynamics and Specific Groups 75
Corporations 102
Strategies for Promoting Diversity in Planning in Multinational Corporations 102
Organizations 77

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 viii CONTENTS

Organizing Multinational PART 3

Corporations 105
Influencing People in Multinational Planning
Corporations 107
STEPS FOR SUCCESS: Examples of Business 7 Plans and Planning Tools 143
Etiquette in Other Cultures 109
Controlling Multinational Planning Skill and Your Career 143
Corporations 109
CHALLENGE CASE: Wal-Mart Plans to Have
Transnational Organizations 110
What You Want 144
International Management:
Special Issues 110 General Characteristics of Planning 145
Maintaining Ethics in International Management 110 Defining Planning 145
TIPS FOR MANAGING AROUND THE GLOBE: Purposes of Planning 145
Managing Expatriates 111 Planning: Advantages and Potential
Preparing Expatriates for Foreign Disadvantages 145
Assignments 112 Primacy of Planning 146
CHALLENGE CASE SUMMARY    112 Types of Plans 146
Standing Plans: Policies, Procedures, and Rules 146
Class Preparation and STEPS FOR SUCCESS: Tips for Setting a
Personal Study 113 Budget 147
Management Skills Exercises 114 Single-Use Plans: Programs and Budgets 148
Steps in the Planning Process 149
Organizational Objectives: Planning’s
6 Creativity and Innovation 119 Foundation 150
Definition of Organizational Objectives 150
Creativity and Innovation Skill and Your Areas for Organizational Objectives 151
Career 119 Working with Organizational Objectives 152
Guidelines for Establishing Quality Objectives 152
CHALLENGE CASE: Olde Peninsula Brings
Management by Objectives (MBO) 153
Brewpub Innovation to Kalamazoo 120
Factors Necessary for a Successful MBO
Creativity 121 Program 153
Defining Creativity 121 MBO Programs: Advantages and Disadvantages 154
Creativity in Organizations 121 Planning Tools 154
Creativity in Individuals 122 Forecasting 155
PRACTICAL CHALLENGE: ENABLING TIPS FOR MANAGING AROUND THE GLOBE:
CREATIVITY: UN Development Program Backs Mitsubishi Electric Opens New Training Facility
Creative Responses to Crises 123 in Japan 156
Increasing Creativity in Organizations 123 Scheduling 158
PRACTICAL CHALLENGE: MEETING
Innovation and Creativity 126
SCHEDULES: Clark/McCarthy Joint Venture
Defining Innovation 126
Builds Navy Hospital ahead of Schedule 159
Linking Innovation and Creativity 127
Why Plans Fail 161
The Innovation Process 127
STEPS FOR SUCCESS: Inviting Inventions at a
CHALLENGE CASE SUMMARY    161
Hackathon 129 Class Preparation and Personal Study 163
Catalyst for Creativity and Innovation: Total Management Skills Exercises 164
Quality Management 130
Essentials of Total Quality Management 130
TIPS FOR MANAGING AROUND THE GLOBE:
8 Making Decisions 169
Michelin’s Quality Advantage 131 Decision-Making Skill and Your Career 169
The Quality Improvement Process 133
Creative Ideas Based on TQM Expertise 135 CHALLENGE CASE: Whole Foods Decides to
Open in Detroit 170
CHALLENGE CASE SUMMARY    137
Fundamentals of Decisions 171
Class Preparation and Personal Study 138
Definition of a Decision 171
Management Skills Exercises 139 Types of Decisions 171

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 CONTENTS ix

The Responsibility for Making Organizational Business Portfolio Analysis 200

Decisions 172 Strategy Formulation: Types 202
TIPS FOR MANAGING AROUND THE GLOBE: Shaw Sample Organizational Strategies 202
Industries Paves the Way for Good Decisions 172 Strategy Implementation 203
Elements of the Decision Situation 173 TIPS FOR MANAGING AROUND THE GLOBE:
The Rational Decision-Making Process 174 Ryanair Utilizes Cost Leadership Strategy 204
Identifying an Existing Problem 175 Strategic Control 204
Listing Alternative Solutions 175
Tactical Planning 204
Selecting the Most Beneficial Alternative 176
Comparing and Coordinating Strategic and Tactical
Implementing the Chosen Alternative 177 Planning 205
Gathering Problem-Related Feedback 177
Competitive Dynamics205
Bounded Rationality 177
PRACTICAL CHALLENGE: COMPETITIVE
PRACTICAL CHALLENGE: IMPLEMENTING
DYNAMICS FOR RETAILERS: Stores Take on
DECISIONS: Ford Invests $700 Million in
Amazon 206
Michigan Plant 177
Decision Making and Intuition 178 CHALLENGE CASE SUMMARY    207
Decision-Making Heuristics and Biases 178 Class Preparation and Personal Study 209
Decision-Making Conditions: Risk and
Uncertainty 178
Management Skills Exercises 210
Decision-Making Tools 179
Probability Theory 179
Decision Trees 180
PART 4
Group Decision Making 181 Organizing
Advantages and Disadvantages of Using Groups to
Make Decisions 181 10 Fundamentals of Organizing 214
STEPS FOR SUCCESS: Facilitating Group
Decisions 182 Organizing Skill and Your Career 214
Processes for Making Group Decisions 182
CHALLENGE CASE: Microsoft Tries to Program
Evaluating Group Decision-Making Processes 183
Unity with Its New Structure 215
CHALLENGE CASE SUMMARY    184
Definitions of Organizing and Organizing
Class Preparation and Personal Study 185 Skill 216
Management Skills Exercises 186 The Importance of Organizing 216
The Organizing Process 217
9 Strategic Planning: Strategies, Tactics, Classical Organizing Theory 218
and Competitive Dynamics 190 Weber’s Bureaucratic Model 218
Division of Labor 219
Strategic Planning Skill and Your Career 190
Advantages and Disadvantages of Division of
CHALLENGE CASE: Facebook Positions Itself Labor 219
to Stay Relevant 191 Division of Labor and Coordination 219
PRACTICAL CHALLENGE: COORDINATION: How
Strategic Planning and Strategy 192 the MBTA Moved Forward with Security 220
Strategic Management Process 193 Follett’s Guidelines on Coordination 220
Environmental Analysis 193 Structure 220
The General Environment 194 Informal Organizational Structures 220
The Industry Environment 196 Vertical Dimensioning 221
The Internal Environment 197 Horizontal Dimensioning 223
Establishing Organizational Direction 197 Types of Departmentalization 223
Determining Organizational Mission 198 Departments Based on Function 223
Developing a Mission Statement 198 TIPS FOR MANAGING AROUND THE GLOBE:
The Importance of an Organizational Mission 198 France Bans E-Mails after Work 224
The Relationship between Mission and Objectives 198 Departments Based on Product or Service 225
Strategy Formulation: Tools 198 Departments Based on Geography 226
STEPS FOR SUCCESS: Ask the Right Departments Based on Customer 226
Questions 199 Departments by Matrix 227
Critical Question Analysis 199 STEPS FOR SUCCESS: Managing in a Matrix
SWOT Analysis 199 Structure 227

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 x CONTENTS

CHALLENGE CASE SUMMARY    230 Recruitment 259

Knowing the Job 259
Class Preparation and Personal Study 231 Knowing Sources of Human Resources 260
Management Skills Exercises 232 Sources Outside the Organization 263
TIPS FOR MANAGING AROUND THE GLOBE:
European Companies Need Women on Their
11 Responsibility, Authority, and Boards 264
Delegation 236 Knowing the Law 264
Selection 265
Responsibility and Delegation Skill and Your
Testing 265
Career 236
Assessment Centers 266
CHALLENGE CASE: Autonomy at Hy-Vee Training 267
Supermarkets 237 Determining Training Needs 267
Designing the Training Program 268
Responsibility and Job Descriptions 238
Administering the Training Program 268
STEPS FOR SUCCESS: Tips for Delegating
STEPS FOR SUCCESS: Tips for Being an Effective
Tasks 238
Interviewer 269
Dividing Job Activities 239 Evaluating the Training Program 270
The Functional Similarity Method 239
Performance Appraisal 270
Functional Similarity and Responsibility 239
Why Use Performance Appraisals? 271
Clarifying Job Activities of Managers 240 Multisource Feedback 271
Management Responsibility Guide 240 PRACTICAL CHALLENGE: FINDING TALENT:
Authority 241 How Home Depot Streamlined the Application
Authority on the Job 241 Process 271
Acceptance of Authority 242 Handling Performance Appraisals 272
Types of Authority 242 Potential Weaknesses of Performance
Accountability 245 Appraisals 272
Delegation 245 CHALLENGE CASE SUMMARY    272
PRACTICAL CHALLENGE: ACCOUNTABILITY:
How Extended Stay America Eased the Sting of Class Preparation and Personal Study 274
Accountability 245 Management Skills Exercises 275
Steps in the Delegation Process 246
Obstacles to the Delegation Process 246
Eliminating Obstacles to the Delegation Process 247
13 Changing Organizations: Stress,
Centralization and Decentralization 247
Decentralizing an Organization: A Contingency
Conflict, and Virtuality 279
Viewpoint 248 Organizational Change Skill and Your
TIPS FOR MANAGING AROUND THE GLOBE: Career 279
Decentralizing for Diverse Markets: The Four
Seasons Example 249 CHALLENGE CASE: How Huntington Hospital
Decentralization at Massey-Ferguson: A Classic Introduced Electronic Health Records 280
Example from the World of Management 249
Fundamentals of Changing an Organization 281
CHALLENGE CASE SUMMARY    250 Defining Changing an Organization 281
Change versus Stability 282
Class Preparation and Personal Study 252
Factors to Consider When Changing an
Management Skills Exercises 252
Organization 282
The Change Agent 282
Determining What Should Be Changed 283
12 Human Resource Management 257 The Kind of Change to Make 283
Human Resource Management Skill and Your Individuals Affected by the Change 286
Career 257 Evaluation of the Change 287
TIPS FOR MANAGING AROUND THE GLOBE:
CHALLENGE CASE: Netflix Revamps Its Human Try Change in One Country First:
Resources 258 Avon’s Experience 288
Change and Stress 288
Defining Appropriate Human
Defining Stress 288
Resources 259
The Importance of Studying Stress 289

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 CONTENTS xi

Managing Stress in Organizations 289 Defining Leadership 330

STEPS FOR SUCCESS: Managing Stress 290 Leader versus Manager 330
Change and Conflict 291 Early Approaches to Leadership 331
Defining Conflict 291 The Trait Approach to Leadership 331
Strategies for Settling Conflict 292 Behavioral Approaches to Leadership 331
PRACTICAL CHALLENGE: MANAGING More Recent Approaches to Leadership 333
CONFLICT: Southwest Airlines Embraces TIPS FOR MANAGING AROUND THE GLOBE:
Positive Conflict 292 Adapting Your Leadership Style in Other
Virtuality 294 Cultures 333
Defining a Virtual Organization 294 The Life Cycle Theory of Leadership 334
Degrees of Virtuality 294 Fiedler’s Contingency Theory 335
The Virtual Office 294 The Path–Goal Theory of Leadership 337
CHALLENGE CASE SUMMARY    296 A Special Situation: How Leaders Make
Decisions 338
Class Preparation and Personal Study 298 The Tannenbaum and Schmidt Leadership
Management Skills Exercises 299 Continuum 338
The Vroom–Yetton–Jago Model 341
Leaders Changing Organizations 342
PART 5 The Tasks of Transformational Leaders 343
Influencing Leaders Coaching Others 343
STEPS FOR SUCCESS: Tips for Establishing a
Coaching Program 343
14 Influencing and Communication 304
Coaching Behavior 344
Communication Skill and Your Leadership: Emerging Concepts for Modern
Career 304 Times 344
Servant Leadership 345
CHALLENGE CASE: How Evernote’s Phil Libin
Level 5 Leadership 346
Keeps Communication Flowing 305
PRACTICAL CHALLENGE: LEADING FOR
Fundamentals of Influencing 306 GREATNESS: How Mary Barra, GM’s CEO, Meets
Defining Influencing 306 the Leadership Challenge 347
The Influencing Subsystem 306 Authentic Leadership 347
Emotional Intelligence 308 CHALLENGE CASE SUMMARY    348
PRACTICAL CHALLENGE: Google’s Emotional
Class Preparation and Personal Study 350
Intelligence Course 308
Management Skills Exercises 351
Communication 309
Interpersonal Communication 310
TIPS FOR MANAGING AROUND THE GLOBE: 16 Motivation 356
Cross-Cultural Communication 312
Motivation Skill and Your Career 356
STEPS FOR SUCCESS: Crafting an Elevator
Speech 316 CHALLENGE CASE: How Disney Motivates Its
Interpersonal Communication in Employees 357
Organizations 316
Defining Motivation 358
Formal Organizational Communication 317
Informal Organizational Communication 318 Process Theories of Motivation 358
The Needs-Goal Theory of Motivation 358
Encouraging Organizational Communication 320
The Vroom Expectancy Theory of Motivation 359
CHALLENGE CASE SUMMARY    321 Equity Theory of Motivation 360
The Porter–Lawler Theory of Motivation 361
Class Preparation and Personal Study 323
Content Theories of Motivation: Human
Management Skills Exercises 323
Needs 361
Maslow’s Hierarchy of Needs 362
15 Leadership 328 Alderfer’s ERG Theory 362
PRACTICAL CHALLENGE: DEVELOPING
Leadership Skill and Your Career 328 REWARDS: How The Home Depot Recognizes
Employees 363
CHALLENGE CASE: Bain & Company’s CEO, Bob
Argyris’s Maturity-Immaturity Continuum 363
Bechek, Leads the Team 329 McClelland’s Acquired Needs Theory 364

A01_CERT9138_15_SE_FM.indd 11 22/12/17 3:11 PM

 xii CONTENTS

Importance of Motivating Organization 18 Building Organization Culture 407

Members 364
Strategies for Motivating Organization Organization Culture Skill and Your Career 407
Members 365 CHALLENGE CASE: Zappos Doesn’t Sell
Managerial Communication 365 Shoes—It “Delivers WOW” 408
TIPS FOR MANAGING AROUND THE GLOBE:
Motivating Employees from Other Cultures 366 Fundamentals of Organization Culture 409
Theory X and Theory Y 366 Defining Organization Culture 409
Behavior Modification 369 The Importance of Organization Culture 409
Likert’s Management Systems 370 TIPS FOR MANAGING AROUND THE GLOBE:
STEPS FOR SUCCESS: Tips for Disciplining P&G’s Worldwide Business Conduct Manual 410
Employees Effectively 371 Functions of Organization Culture 410
Monetary Incentives 372 Types of Organization Culture 411
Nonmonetary Incentives 372
Building a High-Performance Organization
CHALLENGE CASE SUMMARY    373 Culture 413
PRACTICAL CHALLENGE: BUILDING A STRONG
Class Preparation and Personal Study 374
ORGANIZATION CULTURE: Southwest Airlines
Management Skills Exercises 375 Celebrates Its Organization Culture 415
Keeping Organization Culture Alive and Well 416
Establishing a Vision of Organization Culture 416
17 Groups and Teams 381
Building and Maintaining Organization Culture through
Team Skill and Your Career 381 Artifacts 418
STEPS FOR SUCCESS: Tips for Writing a Values
CHALLENGE CASE: Better Teamwork Makes Statement 420
Numerica Credit Union a Winner 382 Integrating New Employees into the Organization
Culture 421
Groups 383
Maintaining the Health of Organization Culture 422
Kinds of Groups in Organizations383
Formal Groups 383 CHALLENGE CASE SUMMARY    423
STEPS FOR SUCCESS: Leading Group Class Preparation and Personal Study 424
Development 388
Management Skills Exercises 425
Informal Groups 388
Managing Work Groups 389
Determining Group Existence 389 PART 6
Understanding the Evolution of Informal
Groups 390
Controlling
Teams 391
Groups versus Teams 391 19 Controlling, Information,
Types of Teams in Organizations 392 and Technology 430
PRACTICAL CHALLENGE: PUBLIC
RECOGNITION: How Momchil Kyurkchiev Builds Controlling Skill and Your Career 430
Teams at Leanplum 392
CHALLENGE CASE: Domino’s Goes High-Tech
Stages of Team Development 394
with Easy Order 431
Forming 394
Storming 394 The Fundamentals of Controlling 432
Norming 394 Defining Control 432
Performing 394 The Controlling Subsystem 432
Adjourning 394 The Controlling Process 432
Team Effectiveness 395 Measuring Performance 432
Trust and Effective Teams 396 Comparing Measured Performance to
TIPS FOR MANAGING AROUND THE GLOBE: Standards 433
Establishing Trust in International Teams 397 Taking Corrective Action 435
Collaboration and Effective Teams 397 Power and Control 436
CHALLENGE CASE SUMMARY    398 A Definition of Power 436
Total Power of a Manager 437
Class Preparation and Personal Study 400 Steps for Increasing Total Power 437
Management Skills Exercises 401

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 CONTENTS xiii

TIPS FOR MANAGING AROUND THE GLOBE: Using Control Tools to Control Organizations 473
Exercising Power across Cultures 437 Inspection 473
Making Controlling Successful 438 Management by Exception 473
Essentials of Information 439 Management by Objectives 474
Factors Influencing the Value of Information 439 Break-Even Analysis 474
STEPS FOR SUCCESS: Getting a Handle Other Broad Operations Control Tools 476
on Big Data 441 CHALLENGE CASE SUMMARY    477
Evaluating Information 442
The Information System (IS) 443 Class Preparation and Personal Study 479
Describing the IS 443 Management Skills Exercises 480
PRACTICAL CHALLENGE: USING DATA FROM
SOCIAL MEDIA: Twitter Feeds Businesses’
Needs 444 Appendix 1 Managing: History and Current
Managing Information Systems 446
Thinking 484
CHALLENGE CASE SUMMARY    448
Comprehensive Management Skill and Your
Class Preparation and Personal Study 449 Career 484
Management Skills Exercises 450
CHALLENGE CASE: How Management
Innovation Keeps Ford Moving Ahead 485
20 Production and Control 455 The Classical Approach 486
Production Skill and Your Career 455 Lower-Level Management Analysis 487
PRACTICAL CHALLENGE: IMPROVING
CHALLENGE CASE: Tesla Production Will Be PRODUCTIVITY: Tracking Sensors Take Work
Fastest in History 456 Measurement to a New Level 488
Comprehensive Analysis of Management 490
Production and Productivity 457 Limitations of the Classical Approach 491
Defining Production 457
The Behavioral Approach 491
Productivity 457
The Hawthorne Studies 492
Quality and Productivity 458 Recognizing the Human Variable 492
Focus on Continual Improvement 458
STEPS FOR SUCCESS: Understanding
Focus on Quality and Integrated Operations 458 Employees 493
PRACTICAL CHALLENGE: CONTINUAL The Human Relations Movement 493
IMPROVEMENT: At Wisconsin Hospitals, Costs
The Management Science Approach 493
Fall as Quality Rises 459
The Beginning of the Management
Automation 460
Science Approach 494
Strategies, Systems, and Processes 461
Management Science Today 494
Operations Management 462
Characteristics of Management Science
Defining Operations Management 462 Applications 495
Operations Management Considerations 462
The Contingency Approach 495
TIPS FOR MANAGING AROUND THE GLOBE:
Choosing a Factory Location: Volkswagen Picks The System Approach 495
North America 464 Types of Systems 496
Systems and “Wholeness” 496
Operations Control 467
The Management System 496
Just-in-Time Inventory Control 467
Information for Management System Analysis 497
Maintenance Control 468
Cost Control 469 Learning Organization: A New Approach? 498
Budgetary Control 469 TIPS FOR MANAGING AROUND THE GLOBE:
STEPS FOR SUCCESS: Controlling with a IBM’s “Crowded” Learning Environment 499
Budget 470 CHALLENGE CASE SUMMARY    499
Ratio Analysis 471
Materials Control 472 Class Preparation and Personal Study 500
Operations Control Tools 472 Management Skills Exercises 501

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This page intentionally left blank
 About the Authors
Dr. Samuel C. Certo is presently Emeritus Dean and Steinmetz Professor of Manage-
ment at the Roy E. Crummer Graduate School of Business at Rollins College. Over his career,
Dr. Certo has received many prestigious awards, including the Award for Innovative Teaching
from the Southern Business Association, the Instructional Innovation Award granted by the
Decision Sciences Institute, and the Charles A. Welsh Memorial Award for outstanding teach-
ing. He has also received the Bornstein and Cornell Awards for teaching and global recognition
of his scholarship.
Dr. Certo has also authored or co-authored several highly regarded textbooks, including
Modern Management: Concepts and Skills, Strategic Management: Concepts and Applications, and Supervi-
sion: Concepts and Applications. His textbooks have been translated into several languages for dis-
tribution throughout the world.
His newest popular-market book, Chasing Wisdom: Finding Everyday Leadership in Business and
Life, recommends combining business and biblical principles to build successful organizations.
His podcast program emphasizing the chasing wisdom concept is available on iTunes. The
number of its listeners is growing, and it now has listeners in over 200 countries.
A past chairperson of the Management Education and Development Division of the Acad-
emy of Management, he has had the honor of being presented with the group’s Excellence in
Leadership Award. Dr. Certo has also served as president of the Association for Business Simula-
tion and Experiential Learning, an associate editor for Simulation and Games, and as a review board
member of the Academy of Management Review. His consulting experience has been extensive and
includes notable participation on boards of directors in both public and private companies.

S. Trevis Certo is the Jerry B. and Mary Anne Chapman Professor of Business in the Depart-
ment of Management and Entrepreneurship in the W. P. Carey School of Business at Arizona
State University. His research focuses on corporate governance, top management teams, ini-
tial public offerings (IPOs), and research methodology. Trevis’s research has appeared in Acad-
emy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of
Management, Journal of Business Venturing, Entrepreneurship Theory and Practice, Journal of Management
Studies, Business Ethics Quarterly, Journal of Business Ethics, California Management Review, and Business
Horizons. Trevis also serves on the editorial boards of Academy of Management Journal and Strategic
Management Journal. Trevis has taught undergraduate, MBA, EMBA, and PhD courses in strate-
gic management, research methodology, and international business at Arizona State University,
Texas A&M University, Indiana University, Tulane University, and Wuhan University (China).

 xv

A01_CERT9138_15_SE_FM.indd 15 22/12/17 3:11 PM

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 Letter from the Authors
Dear Colleague,

Thank you for taking the time to review our book. If you are reading this right now, you likely
agree with our (perhaps biased) opinion that Management is one of the most important courses
that students will take in their academic careers. Regardless of their majors, management will
likely be in your students’ futures. Whether your students graduate to become salesforce mem-
bers, financial analysts, or supply chain specialists, they will undoubtedly work for managers.
This book will help students understand how managers work. Moreover, the concepts in this
text will help students prepare for their own future management positions.

It is hard to believe that this management textbook, now in its fifteenth edition, is over 35 years
old. While a little younger than companies such as Apple and Microsoft, it is amazing to think
that our book is older than companies like Alphabet (Google), Costco, Amazon, Lockheed
Martin, and Netflix. Like these leading companies, our book has advanced over the years, rely-
ing on one constant theme: innovation. We created a product that resonated with the academic
community, and we continuously innovated over the decades that followed. Specifically, over
the years we have continued to integrate leading-edge research on individuals, teams, and orga-
nizations with pedagogical techniques designed to enhance students’ performance, their ability
to obtain employment, and ultimately their careers.

The unique approach of our book is that each chapter in our comprehensive text helps students
develop a specific management skill. The content specifically focuses on how students can be
more strategic and more creative, work as team members, become successful leaders, and more.
We designed our chapters to build these skills (and others) to fulfill the objective of this book: To
help students both obtain employment and flourish in the workplace.

The work on the pages that follow is largely the result of our interactions with the many instruc-
tors around the globe who use our book. Thank you! If we can help, please do not hesitate to
email us!

Sincerely,

Samuel C. Certo S. Trevis Certo

[email protected] [email protected]

A01_CERT9138_15_SE_FM.indd 16 22/12/17 3:11 PM

 Preface
Build students’ management confidence by helping
students not only learn management concepts but also
develop a target skill in each chapter.

Applying
Management
Concepts

Each chapter opens with a

Challenge Case that presents
a company facing a particular
challenge relevant to the topic
of the chapter.

At the end of each chapter is the

Challenge Case Summary,
where students read about how
the company manager(s) used
the concepts presented in the
chapter to address the challenge.

 xvii

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 xviii PREFACE

Tips for Managing Around the Globe, Steps for Success, and Practical Challenge callouts
highlight practical applications of management concepts.

A01_CERT9138_15_SE_FM.indd 18 22/12/17 3:11 PM

 PREFACE xix

Each chapter references assignable exercises in MyLab Management like branching, scenario-
based Try It! Mini Sims and Watch It! Videos about real companies to provide even more
opportunities for students to apply the concepts they are learning to real-world situations.

A01_CERT9138_15_SE_FM.indd 19 23/12/17 12:34 PM

 xx PREFACE

Personal Inventory Assessments, assignable in MyLab

Management, are recommended by the authors in every chapter.
These assessments provide immediate results to develop profes-
sionalism and awareness of oneself and others, giving students the
skills necessary for their future career.

Developing Management
Skills

Target Skill and Skill and Your Career at the opening

of each chapter focus on managerial skills that employers
most value in job candidates. Students can develop these
skills by completing specially designed, innovative learn-
ing activities, which appear both in the text and through
MyLab Management.
Assessing Your Management Skills is an assignment in
MyLab Management with an average of 15 questions that asks
the students to indicate how they would advise senior manage-
ment to respond to situations in the Case Challenge and Case
Challenge Summary. Students receive instant feedback on their
responses. Results flow to the gradebook.

Management Skills Exercises provide additional dis-

cussion questions to dig into the Challenge Case and a
second, short case to help students better understand
how concepts apply to companies and their challenges.

A01_CERT9138_15_SE_FM.indd 20 22/12/17 3:12 PM

Exploring the Variety of Random
Documents with Different Content
 And 2. For comfort to those that are reproached.

Those things which are in the 13 verse, were handled before

chapters 2. & 3.

Doctrine 7. God hath certaine and appointed times to execute

his judgements.

This is gathered from verse 17 at the beginning.

Reason 1. Because the patience and long-suffering of God must

have their time.

2. Because there is a time also required, that men may fill up the
measure of their sinnes.

3. Because there are certaine opportunities of time, wherein

Gods judgements are executed with greater benefit, then they could
be at other times.

Vse. This may serve to admonish us, not to condemne God any
way either of slownesse or rashnesse in respect of his judgements,
but to rest well satisfied in his most wise ordering of all things.

Doctrine 8. Judgement doth often begin at the house of God,

that is, at the Church.

This is gathered from the same place.

Reason 1. Because the sinnes of those, which professe Gods

name, do in a speciall manner wrong Gods name and his honour,
and therefore the more they offend God, the more ought they to be
punished.

2. Because Gods chiefe care is, to purifie his Church by such

chastisements.

3. Because God oftentimes useth the unbelievers as his

instruments to correct his Church; they must therefore be first
tolerated, that they may accomplish Gods counsell, and afterwards
punished, because they have done so wickedly.

Vse. This may serve to direct us, not to be troubled in minde,

when we see the Church afflicted before and above other people,
but to acknowledge Gods divine ordering of it.

Doctrine 9. The judgement which God exerciseth upon his

Church, is a most certaine argument of the most severe and heavie
judgement that shall in its due time come upon wicked men and
unbeleevers.

This is gathered from verse 17,18. So Ieremiah 25.29.

Reason 1. Because God deales with his Church as a Father, but

he will deale with others as a Judge.

2. Towards the Church in the midst of judgement he remembers

mercy, but towards the wicked and unbeleevers he exerciseth
revenge.

3. Because to the beleevers judgement worketh together for

good, but in the unbelievers it hath no such mitigation.

Use 1. This may be for comfort to the faithfull in their afflictions.

2. For terrour to the unbeleevers in their persecutions and carnall

security.

Doctrine 10. They that suffer for the name of Christ, do

properly suffer according to the will of God.

This is gathered from verse 19. compared with verse 14,16.

Reason 1. Because their sinnes oftentimes are not the causes of

these afflictions, but the will of God to make triall of them.

2. Because it is the revealed will of God, that such afflictions are

the lot of the faithfull, and the way by which they usually come to the
kingdome of God.

3. Because this suffering of such afflictions is part of our

obedience to the revealed will of God.

Vse. This may serve to comfort us against the trouble of these

afflictions.

Doctrine 11. They which suffer in this manner, may commend

their soules unto God.

This is gathered from the same verse.

Reason 1. Because when they suffer for the name of God, God
doth in some sort suffer with them, and therefore their cause is Gods
cause.

2. Because in that duty which we performe unto God, as his

servants, we may expect protection from him, as our Master.

3. Because while we are exposed unto danger for Gods sake,

God cannot but take care of us.

Vse. This is a use of consolation, and it is explained and set forth

by the Apostle Paul, 2 Timothy 1.12.

Doctrine 12. They should do this by well doing.

This is gathered from the same verse. So Romans 1.

Reason 1. Because they cannot suffer for the name of Christ but
as they suffer for well doing.

2. Because they cannot preserve the liberty of their confidence,

but by a good conscience, that is, by well doing.

3. Because to commend an evill cause unto God, is, to make

God as it were the Patron of evill.
 Vse. This may serve to admonish us, to take heed, that we doe
not deprive our selves of this great priviledge by evill doing.

Doctrine 13. God is a faithfull protector and defender of those

that commend their soules unto him.

Reason 1. Because it is easie for him to preserve our soules, as

it was heretofore to make them: and in this respect he is called in the
text, God the Creator not the Preserver.

2. Because it stands upon his glory to do this.

3. Because the fidelity and truth of his promises requires as

much.

This may serve to comfort us in all straits and adversities: Let

them commend their soules under a faithfull Creator, saith the
Apostle.
 Chapter V.
Verse 1. The Elders which are among you I exhort, who am also an
Elder, and a witnesse of the sufferings of Christ, and also a
partaker of the glory that shall be revealed.

Verse 2. Feed the flock of God which is among you, taking the
oversight thereof, not by constraint, but willingly: not for filthy
lucre, but of a ready minde.

Verse 3. Neither as being Lords over Gods heritage: but being

ensamples to the flock:

Verse 4. And when the chiefe Shepheard shall appeare, ye shall

receive a crowne of glory that fadeth not away.

The Analysis.

ERE is a speciall exhortation propounded towards

the Elders, that they should performe their duty
and office in a holy manner. The duty in generall is
set downe to be, to feed the flock, whereof they
were made overseers, by a diligent oversight and
care of them, verse 2. at the beginning. And withall
it is described by 3 conditions that are in a speciall manner required
therein, which are set forth by a dehortation from the three contrary
vices, that are opposed to those three conditions. 1. The first
condition is, willingly to feed the flock; the contrary vice whereunto is,
to do it by constraint. 2. To do it readily and freely: the contrary vice
unto this, is, to seeke after filthy lucre thereby. 3. Not only in doctrine,
but in example of life to go before the Church; the contrary vice
whereunto is, to Lord it over the Church. This duty being thus
declared and described, they are perswaded unto it by the reward
that is adjoyned, which for that cause all faithfull shepherds do
receive, verse 4. at the end. Which reward is set forth both by the
internall nature of it, that it is a crowne of glory that fadeth not away;
and by the authour and giver of it, to wit, that the chiefe Shepherd
our Lord Jesus Christ, will give it; and also by the time of this giving
of it, when the chiefe Shepherd shall appeare, that is, at the last day
of judgement. Now this exhortation, that it might be the more
effectuall, and might worke the more upon them, is urged and set
forth by the person of Peter, who was the ministring cause thereof,
1. From the parity and fellowship of the same duty, as Peter an Elder
prayed the other Elders to do their duty. 2. From the knowledge
which he had and the testimony which he could give of the afflictions
of Christ, which he suffered for the Church, the remembrance
whereof should stir up all shepherds to a diligent care of the Church.
3. From that certaine expectation which he had of the glory to come,
which glory he promiseth to all shepherds in the name of the chiefe
shepherd.

The Doctrines drawne herehence.

Doctrine 1. Those exhortations are most effectuall which are

propounded in an humble manner.

This is gathered from verse 1. where the Apostle prayes, not

commands, in humility and charity. So Philippians 1.9. 1 Timothy 5.1.
He prayes the Elders also as a fellow Elder, although he was placed
in a higher degree, as Apostle.

Reason 1. Because by this manner of doing it appeares, that he

which exhorts doth not aime at his owne good, but the good of
another.

2. Because by this manner of doing his zeale shewes it selfe to

be the purer.
 3. Because he, to whom such an exhortation is made, is
honoured thereby, and so takes it the easier and better.

Vse. This may serve to direct us, in all our exhortations and
admonitions to have respect unto this.

Doctrine 2. It makes the exhortation the more effectuall, when

a man speakes out of certaine judgement and communion of
affection.

This is gathered herehence, that Peter makes way for his

exhortation, in that he was a witnesse of the sufferings of Christ, and
so had a certaine knowledge of those things which belong unto
Christ, and that he was partaker of the same glory; and therefore he
was affected after the same manner himselfe, as he desired they
should be.

Reason 1. Because knowledge gives ability and authority, and

communion of affection addes zeale and charity to the exhortation.

2. Because these two will take away those objections, which

usually hinder the efficacy of the exhortation; namely, either that he
gives his judgement of things that he doth not know, or else at least
he is an unexperienced man, of whom it may rightly be said, If thou
wert here, thou wouldest thinke otherwise.

Use. This may serve to direct us to get knowledge of those things

which we exhort others unto, and affections also answerable
thereunto.

Doctrine 3. Men should be exhorted in a speciall manner unto

those duties, which belong unto their proper or particular functions or
callings.

This is gathered from verse 2. where the shepherds are exhorted

to feed the flock.
 Reason 1. Because every mans particular function is that
condition wherein God hath placed him to advance his glory.

2. Because a mans faithfulnesse is most of all made triall of in

that condition.

3. Because the duties of our generall calling should be exercised

in every Christians particular condition.

Vse. This may serve to admonish every one to take greatest care
of those duties which are proper to his calling or condition.

Doctrine 4. It is the proper duty of a Shepherd, to feed the

flock that is committed to his charge.

This is gathered from verse 2.

Reason 1. Because the shepherds are appointed for the

edification of the Church: now to feed is nothing else, but to use all
meanes that are appointed by God to procure the edification of the
Church.

2. Because Pastors are properly given to the faithfull that are

converted, who as new borne babes should be nourished and
brought up with milke and food, untill they come to perfection.

3. Because the overseers of the Church should take most care of

those things, that are most necessary for the Church; but it is most
necessary for the faithfull being imperfect, to have their spirituall life
preserved and increased by feeding.

Vse. This may serve to admonish, 1. The Ministers not to thinke

that it is a light or common duty that lies upon them, but that the very
life of the Church doth in some sort depend upon their labour and
Ministery, and therefore so to carry themselves, as befits and
becomes so great a duty.
 2. The people, not to expect from their Ministers vain and light
things which might tickle their eares, but to come to a Sermon as to
the Lords Table, and seeke for spirituall food to feed their soules
unto everlasting life.

Doctrine 5. Pastors should performe their duties willingly, not

by constraint.

This is gathered from the same verse. Now by constraint is

meant that forcing which proceeds from outward things, whereby a
man performes the part of a Minister in some sort, either to avoid
poverty, or disgrace and infamy, or the censure of others.

Reason 1. Because that which is done by constraint, comes not

from the heart as from an inward principle, nor from the Spirit
sanctifying; and therefore it is not a duty pleasing and acceptable
unto God.

2. Because that which comes not from the heart, and is not done
willingly, is done only perfunctorily and for fashion sake, not with that
diligence and care which God requires.

3. Because that which proceeds not from the heart and the
deerest affection of the soule, doth not usually worke upon other
mens mindes, and therefore is not effectuall to the edification of the
Church, which is the end of the Ministery.

Use. This should admonish us, to look not only to the

understanding, but also to the disposition of the will and heart in the
Ministers of the Church.

Doctrine 6. They should do the same of a ready minde, not for

lucre.

Now by lucre is meant all kinde of worldly profit, which men

acquire unto themselves, either in doing the thing, or in getting fame,
or in gaining friends, and the like.
 Reason 1. Because that which depends upon lucre or some such
like end, must necessarily be applyed thereunto, and this is to
corrupt the word of God, 2 Corinthians 2.17.

2. Because that which depends upon mutable things, that also it

selfe is mutable and inconstant.

3. Because he which seeketh after lucre, is not a Minister of God,

but of Mammon.

Use. This may serve to admonish, 1. The Ministers, not to follow

after lucre. 2. The people not to suffer their Ministers to be tempted
by poverty, and so to be the lesse cheerefull and ready in performing
their duty, Hebrews 13.17.

Doctrine 7. The affectation of Lordlinesse should be far from

Christs Ministers.

This is gathered from verse 3.

Reason 1. Because they are called to meere service, not to

Lordlinesse.

2. Because Christ himselfe, whose Ministers they are, did

purposely live amongst men as one that serveth, that he might leave
an example unto those that should minister unto others in his name,
Luke 22.27.

3. Because the worke wherein they are imployed, is not subject

to the command and authority of men. For men cannot command
religion, but only perswade unto it.

4. Because the Lordlinesse of Ministers alienates mens mindes

from their testimony, because they neither willingly subject
themselves to such as affect Lordlinesse, and they suppose too that
those men, whom they see to study their owne glory and power, do
neither look after the glory of God, nor the good of the Church.
 Vse. This may serve to admonish all Ministers, to take heed not
only of all affectation, but also all shew of Lordlinesse. Now these
men have a shew of Lordlinesse, 1. That would have others in some
sort to depend upon their authority. 2. Those that prescribe
something as necessary to be believed or done, which is not taken
out of Gods word. 3. Those that expound the will of God it selfe too
imperiously, having no regard to the infirmity of those with whom
they have to doe.

Doctrine 8. Ministers should go before the people not only in

doctrine, but in example also.

This is gathered from verse 3.

Reason 1. Because they are called to feed the flock with all their
strength; and therefore they should edifie the Church not only by
their words, but by their deeds also.

2. Because a wicked life doth either utterly destroy their

preaching, or at least much weaken it.

3. Because a good example is of a singular force, in that it

sheweth that that very thing may be done, which he preacheth
should be done.

4. Because it takes away all prejudice out of mens minds, and all
suspicion of affecting Lordlinesse and vaine glory, when they see
Ministers seriously to do that, which they propound and perswade
others to do.

Vse. This may serve to exhort, first, the Ministers, to labour to

leade an exemplary life. Secondly, the people, to imitate the good life
of their Ministers, for therefore are they proposed as examples. The
common vices contrary to this duty, are: 1. That many observe those
things only in their Ministers, which they may carpe at or calumniate,
and not those things which they should take notice of, with intention
to imitate them. 2. That many imagine that there is a speciall kinde of
holinesse belonging to Ministers, which others are not bound to
labour for. 3. That many excuse their wicked courses by this
pretence, that they are Lay-men, not Ecclesiasticall or Clergy-men.

Doctrine 9. Ministers should expect the just reward of their

labour and care, not from men, but from Christ.

This is gathered from verse 4.

Reason 1. Because Christ is the chiefe shepherd, and Lord of the

flock, as it is in the text.

2. Because they must expect many injuries from men, and those
good things which doe happen, are not such, or so highly to be
esteemed of, as that they should depend upon them.

3. Because they will labour to please him most, from whom they
expect their reward. Now they should please Christ, not men.

Vse. This may serve to comfort godly Ministers against those

troubles, which they finde men to make against them.

Doctrine 10. Their reward is a crowne of eternall glory.

Reason 1. Because glory is the reward of the faithfull for all kinde
of obedience towards God: Now in the Ministery there is a speciall
kinde of obedience.

2. Because those that did strive or runne lawfully in a race, there

was wont to be a Crowne set before them; so for those that carry
themselves well in the exercise of the Ministery, besides the glory
common to all the Saints, there is a speciall kinde of addition
prepared, which is like as it were a crown.

Vse. This may serve to exhort Ministers, couragiously to

contemne all temporary ignominy and disgrace for this Crowne of
eternall glory.

Doctrine 11. This Crowne of glory shall be fully given at

Christs second comming to judgement.
 Vse. This may serve to admonish us, patiently to persevere unto
the end.

Verse 5. Likewise ye younger, submit your selves unto the elder:

yea, all of you be subject one to another, and be clothed with
humility: for God resisteth the proud, and giveth grace to the
humble.

Verse 6. Humble your selves therefore under the mighty hand of

God, that he may exalt you in due time.

Verse 7. Casting all your care upon him, for he careth for you.

The Analysis.

T he Apostle having in the former verses described the duty of the

Elders towards the Church or the younger sort, and perswaded
them unto it, he doth there-hence conclude the duty of the younger
towards the elders by a comparing of things that are alike unto it, as
the first word of the 5 verse shewes unto us, Likewise. This duty is in
generall pointed out by subjection, which is set forth by the other
duty, that is due not only to the Elders, but also to all the members of
the Church, by reason of that nature which it hath common with the
former; and it is also called subjection in those words, yea, all of you
be subject one to another. Now this subjection as well unto the
Elders as unto all, is first described what kinde of subjection it ought
to be, to wit, not only outward, but proceeding from the inward
subjection of the soule unto God, be clothed with humility. And that it
is meant of humility towards God may be gathered from verse 6.
Secondly, He doth perswade them also unto this humility:
1. Because it is an ornament of the minde; that by the way. 2. From
Gods blessing adjoyned, which followes thereupon, God gives grace
unto the humble, which is illustrated by Gods curse contrary
thereunto, that fals upon the proud, God resisteth the proud. Thirdly,
he doth urge and presse them unto this subjection towards God,
verse 6. Humble your selves therefore; and he shewes the proper
reason of this subjection, which is the mighty hand or omnipotency of
God: and withall hee explaines that reason, which he had before
propounded concerning the blessing and grace of God towards the
humble, to wit, that by that grace they shall be exalted: the time of
which exaltation is marked out, that it shall be in due time, that hee
may exalt you in due time. In the last place by anticipation of a close,
but weighty objection, whereby this subjection is usually made very
difficult, he shewes the true manner thereof, to wit, that it should be
joyned with that confidence, which casts all care upon God, so that
no feare or worldly care can hinder this subjection, which confidence
he doth perswade them unto by that effectuall providence which God
hath over the faithfull for their good, verse 7. at the end, For he
careth for you.

The doctrines arising herehence.

Doctrine 1. There is the like duty of the people towards their

Pastors, as there is of the Pastors towards the people.

This is gathered from verse 5 at the beginning. Likewise ye

younger. Now by the younger in this place is chiefely meant the
flock, which depends upon the Pastors, because the Pastors and
Presbyters were for the most part chosen of those that were elder in
age, and therefore the greatest part of the flock consisted of
youngers. Now their duty is said to be like, not for that it is in the
same kinde, that the people should guide their Pastors, as the
Pastors do guide the people, but because there is the like reason of
both their duties.

Reason 1. Because the same God and Lord both of Pastors &
people, hath imposed and prescribed to both their duties.

2. Because that relation which is betwixt the Pastor and people,

requires a mutuall intercourse of duty.

3. Because the Pastors labour and care is made void, if the

people do not in some sort answer the same.
 4. Because the Pastors care and labour, tending to the salvation
of the people, deserves it.

Use. This may serve to reprove those that are very curious and
rigid in exacting their Pastors duty, when in the meane time they are
nothing carefull of their own dutie.

Doctrine 2. The duty of people towards their Pastors consists

chiefly in subjection.

Reason 1. Because their Pastors are set over them in Gods

name.

2. Because faithfull Pastors propound nothing else to themselves

to observe, but the will of God, whereunto subjection and obedience
must necessarily be yeelded.

3. Because in the calling of their Pastors, they did either expresly

or covertly at least promise this very thing.

Vse. This may serve to reprove those that come unto Sermons,
as Judges, to play the Criticks, not to subject themselves to the will
of God, and such as cast off all discipline as an intollerable yoke.

Doctrine 3. There is a kind of subjection also due unto all

Christians.

This is gathered from these words, Be yee all subject one to

another.

Reason 1. Because as occasion shall serve, we should humble

our selves to performe the meanest offices unto our brethren.

2. Because we should submit our selves unto the private

admonitions of our brethren.

3. Because we should with all patience beare all the infirmities of

our brethren.
 Vse. This may serve to reprove the arrogancy and pride of men,
which cannot endure any such subjection.

Doctrine 4. Humility is a great ornament.

Reason 1. Because humility is a singular vertue, and in some sort

the foundation of all the rest.

2. Because it makes us acceptable unto godly men, to whom in

this regard we are made more profitable.

3. Because it doth greatly commend us in the sight of God, when

for his sake we are subject not only to our superiours and equals, but
also to those of the lowest degree.

Vse. This may serve to refute all those, that seeke for honour and
reputation by arrogancy; and shunne humility as it were a vile
debasing of a mans selfe.

Doctrine 5. God resisteth the proud.

Reason 1. Because the proud resist the will of God.

2. Because they seeke unfitting things, or at least not after a due

manner.

3. Because whatsoever proceeds from pride, turnes to the

dishonour of God, to whom all subjection is due.

Vse. This may serve to condemne proud men.

Doctrine 6. God giveth grace to the humble.

Reason 1. Because the promise of grace was made to humility.

2. Because humility is the disposing and fitting of a man for to

receive grace.
 3. Because only the humble men have a worthy esteeme of Gods
grace.

Vse. This may serve to exhort us, greatly to labour for humility.

Doctrine 7. The strength and power of God should stirre us up

to subjection towards him.

This is gathered from verse 6 at the beginning.

Reason 1. Because it were madnesse to resist the Almighty.

2. Because Gods omnipotencie is the protection of those that

humble themselves before him.

Vse. This may serve to admonish us, not to suffer our selves so
much as in thought to be led away from our obedience towards God,
but from the meditation of Gods omnipotency and our own infirmity
to increase daily more and more in humility.

Doctrine 8. God will exalt the humble in due time.

This is gathered from verse 6 at the end.

Reason 1. Because glory is the reward of obedience.

2. Because they glorifie God, and therefore God will exalt them
according to his promise, Those that honour me, I will honour.

Vse. This may serve to direct us, to seek for true exaltation by
humilitie and submission.

Doctrine 9. They that humble themselves before God, may

safely, and also should cast all their care upon God.

This is gathered from verse 7.

Reason 1. Because this is Gods covenant, that he will be

alwayes all-sufficient unto them that walke before him.
 2. Because God by a singular care and providence watcheth over
those that have a care of his glory, & seek his kingdome, as it is in
the text, He careth for you.

Vse. This may serve to comfort all the godly, because God hath
freed them from all care; and they should imbrace this libertie by true
faith, and putting their trust in him, and apply it to themselves.

Verse 8. Be sober, be vigilant: because your adversary the Devill, as

a roaring Lion walketh about, seeking whom he may devoure:

Verse 9. Whom resist stedfast in the faith, knowing that the same
afflictions are accomplished in your brethren that are in the
world.

Verse 10. But the God of all grace, who hath called us into his
eternall glory by Christ Iesus, after that ye have suffered a while,
make you perfect, stablish, strengthen, settle you.

Verse 11. To him be glory and dominion for ever and ever. Amen.

The Analysis.

F or conclusion of the whole Epistle, to the foregoing exhortations

there is added one generall one, which doth most neerely
belong to the scope of the Apostle, to wit, that notwithstanding all
opposition, difficulty, and temptation, they should constantly persist
and go forward in that grace, which they had received. Now this care
is described, 1. by two duties, which belong to the due manner
thereof, sobernesse, and vigilancy. 2. The necessity of these duties
is shewed by the grievous danger, to which otherwise they should be
exposed. And this danger is set forth by the efficient cause thereof,
the Devill, of whom the Apostle makes a description to that purpose:
1. By the opposition and enmity which he hath against us; in respect
whereof he is called, our adversary or enemy. 2. By the manner and
degree of that enmitie, that it is joyned with cruelty, as of a roaring
Lion. 3. That besides this cruelty there is over and above in him very
great diligence and greedinesse to do us hurt, in these words:
seeking whom he may devoure. Now the Apostle gives us warning,
that we must not yeeld to this enemy and danger which he threatens
us, but resist it, verse 9 at the beginning, which is nothing else, but
not to suffer our selves to be removed by his temptations from the
grace of God: and the chiefe meanes of this resistance he shewes to
consist in the stedfastnesse of our faith; which faith may in this
respect be wonderfully confirmed by the example of our brethren in
the world, who have experience of the like afflictions and temptations
of Sathan. Agreeable to this exhortation he addes a prayer verse 10.
Because the successe of all our endeavours depends upon the
grace and blessing of God: And in this prayer he beseecheth God to
strengthen the faithfull, and make them perfect in all grace, at the
end of the verse, make you perfect, stablish, strengthen, settle you.
The arguments whereby he confirmes their faith that they shall
obtaine this petition, are two: 1. The all-sufficiencie of the grace of
God in it selfe, in which respect this title is given unto God, that he is
the God of all grace. 2. The communicating of this grace in the
calling of the faithfull, in these words: who hath called you: the grace
of which calling is shewed, first, by the end and scope, that it is, to
partake of the eternall glorie of God. Secondly, by the principall
cause, in Christ Iesus. Thirdly, by the condition that goes before the
accomplishment of this calling, and properly belongs to this
exhortation of the Apostle unto constancie in afflictions, to wit,
because we are so called unto eternall glorie, that in the meane time
we must suffer afflictions, after that ye have suffered a while. In the
last place upon occasion of this prayer he addes a religious
doxologie, glorifying God, verse 11. wherein is contained both the
last end of that petition, and a confirmation of the same that it shall
be heard; as also an indirect exhortation to the faithfull, to bend all
their care thereunto, to glorifie Gods name really and effectually, by
persisting in the grace of God.

The Doctrines arising here-hence.

Doctrine 1. We had need to watch continually. Be vigilant.

 Reason 1. Because sinne and danger doth naturally steale upon
us, if we do not resist it.

2. Because we cannot do our duty without diligent care and

labour, and therein consists the manner of watching.

3. Because if we could avoid danger, & obtain our desires, if we

did not seeke it with care and diligence, it would be no praise to us,
nor peace of conscience.

Vse. This may serve to direct us, to imitate watchmen, which

watch and ward to keepe the Citie; the like diligence should we use
in keeping our soules, to examine all that goes in and out, our
thoughts affections, words, and actions, together with the occasions
of them, what they are, whence they came, and whither they tend.

Doctrine 2. That we may watch as we ought to do, it is

required that we should be sober.

Now by sobernesse is meant the moderation of our affections

touching all worldly things.

Reason 1. Because the cares of this world do so burthen the

soule, that they leave no place for spirituall cares.

2. Because the care of the world doth draw and distract the
minde, so that although it doth not altogether exclude religion, yet it
doth diminish and weaken it.

3. Because under the shew of some worldly profit, pleasure, or

honour, we do oftentimes admit of those things, which betray and
destroy our soules.

Vse. This may serve to admonish us not to drown our selves in

the things of this world, but so to use the world, as if we used it not,
1 Corinthians 7.31.