(eBook PDF) Essentials of Contemporary

Management 5th Canadian Edition install download

https://ebookluna.com/product/ebook-pdf-essentials-of-
contemporary-management-5th-canadian-edition/

Download more ebook from https://ebookluna.com

 Instant digital products (PDF, ePub, MOBI) ready for you
Download now and discover formats that fit your needs...

(eBook PDF) Essentials of Contemporary Management 6th

Canadian Edition

https://ebookluna.com/product/ebook-pdf-essentials-of-contemporary-
management-6th-canadian-edition/

ebookluna.com

Essentials of Contemporary Management 8th Edition (eBook

PDF)

https://ebookluna.com/product/essentials-of-contemporary-
management-8th-edition-ebook-pdf/

ebookluna.com

(eBook PDF) Essentials of Contemporary Management 9th

Edition

https://ebookluna.com/product/ebook-pdf-essentials-of-contemporary-
management-9th-edition/

ebookluna.com

(eBook PDF) Management of Human Resources: The Essentials,

5th Canadian Edition

https://ebookluna.com/product/ebook-pdf-management-of-human-resources-
the-essentials-5th-canadian-edition/

ebookluna.com
(eBook PDF) Essentials of Contemporary Management 8th
Edition by Gareth Jones

https://ebookluna.com/product/ebook-pdf-essentials-of-contemporary-
management-8th-edition-by-gareth-jones/

ebookluna.com

(Original PDF) Essentials of Early Childhood Education 5th

Canadian Edition

https://ebookluna.com/product/original-pdf-essentials-of-early-
childhood-education-5th-canadian-edition/

ebookluna.com

(eBook PDF) Management of Human Resources The Essentials

4th Canadian

https://ebookluna.com/product/ebook-pdf-management-of-human-resources-
the-essentials-4th-canadian/

ebookluna.com

(eBook PDF) Essentials of Strategic Management: The Quest

for Competitive Advantage 5th Edition

https://ebookluna.com/product/ebook-pdf-essentials-of-strategic-
management-the-quest-for-competitive-advantage-5th-edition/

ebookluna.com

(Original PDF) The Essentials of Academic Writing Canadian

Edition

https://ebookluna.com/product/original-pdf-the-essentials-of-academic-
writing-canadian-edition/

ebookluna.com
 Contents

Management Portfolio Project 39

Video Management Case 39
MANAGEMENT CASE: SECRETS OF CANADA’S BEST BOSSES 40

CHAPTER TWO
Managing the Organizational Environment 41
OPENING CASE:
IKEA Is on Top of the Furniture World 41

Overview 43

What Is the Organizational Environment? 44

The External Organizational Environment 44

The Industry-Specific or Task Environment 46
The General Environment 49

The Global Environment 56

Declining Barriers to Trade and Investment 58
Declining Barriers of Distance and Culture 59
Effects of Free Trade on Managers 60
Focus On the Social Economy: The Social Purchasing Portal, Winnipeg 62

Managing the External Environment 62

Reducing the Impact of Environmental Forces 63
Managers as Agents of Change 63
Tips for Managers: Managing the External Environment 66

Challenges for Management in a Global Environment 66

Building a Competitive Advantage 67
Maintaining Ethical Standards 71
Utilizing New Information Systems and Technologies 71
SUMMARY AND REVIEW 71

KEY TERMS 73

WRAP-UP TO OPENING CASE 74

MANAGEMENT IN ACTION 75
Topics for Discussion and Action 75
Self-Reflection Exercise 76
Small Group Breakout Exercise 76
Business Planning Exercise 77
Managing Ethically Exercise 77
Management Challenge Exercise 77
Management Portfolio Project 77
Video Management Case 77
MANAGEMENT CASE: TURNAROUND AT SONY? 78

END OF PART I: CONTINUING CASE—CARROT TOPS: INTRODUCTION 79

vii
Contents

Appendix A: History of Management Thought 80

F.W. Taylor and Scientific Management 80
Weber's Bureaucratic Theory 82
The Work of Mary Parker Follett 83
The Hawthorne Studies and Human Relations 84
Theory X and Theory Y 85

PART II
PLANNING

CHAPTER THREE
Managing Decision Making 88
OPENING CASE:
Good Decision Making at PUMA 88

Overview 90
The Nature of Managerial Decision Making 90
Programmed and Nonprogrammed Decision Making 91

Two Models of Decision Making 93

The Classical Model 93
The Administrative Model 94

Steps in the Decision-Making Process 96

Step 1: Recognize the Need for a Decision 96
Step 2: Identify Decision Criteria 98
Step 3: Generate Alternatives 98
Step 4: Assess Alternatives 98
Step 5: Choose an Alternative 100
Step 6: Implement the Chosen Alternative 100
Step 7: Evaluate and Learn from Feedback 101
Tips for Managers: Managing the Decision-Making Process 101

Biases in Decision Making 102

Decision-Making Styles 104

Ethics, Social Responsibility, and Decision Making 105

Ethics and Decision Making 106
Making Ethical Decisions 106
Codes of Ethics 108
Societal Ethics 109
Professional Ethics 109
Individual Ethics 110
Social Responsibility and Decision Making 111
Decision Making for Sustainability 115
Decision Making in Learning Organizations 116
Focus On the Social Economy: Eva’s Phoenix Print Shop 117
SUMMARY AND REVIEW 119

KEY TERMS 119

WRAP-UP TO OPENING CASE 120

viii
 Contents

MANAGEMENT IN ACTION 122

Topics for Discussion and Action 122
Self-Reflection Exercise 122
Small Group Breakout Exercise 123
Business Planning Exercise 123
Managing Ethically Exercise 123
Management Challenge Exercise 124
Management Portfolio Project 124
Video Management Case 124
MANAGEMENT CASE: AN EVEN BETTER CHOICE? 124

CHAPTER FOUR
Managing Planning and Strategy 126
OPENING CASE:
Amazon: Taking Over the Online World 126

Overview 128

Why Planning Is Important and Who Does It 128

Why Planning Is Important 129
Levels of Planning and Types of Plans 130
Tips for Managers: Planning 135

Five Steps in the Planning Process 136

Defining the Vision, Mission, and Goals 137

Analyzing the Environment 139

SWOT Analysis 139
The Five Forces Model 142
Focus On the Social Economy: Prince George Native Friendship Centre 145

Developing Strategy 145

Corporate-Level Strategy 145
Business-Level Strategy 146
Functional-Level Strategy 149
Gaining a Competitive Advantage 150

Implementing and Evaluating Strategy 151

Strategy Implementation 151
Evaluating Strategy 152
SUMMARY AND REVIEW 153

KEY TERMS 154

WRAP-UP TO OPENING CASE 155

MANAGEMENT IN ACTION 157
Topics for Discussion and Action 157
Self-Reflection Exercise 157
Small Group Breakout Exercise 157
Business Planning Exercise 158
Managing Ethically Exercise 158
Management Challenge Exercise 158
Management Portfolio Project 158
Video Management Case 159

ix
Contents

MANAGEMENT CASE: STIRRING UP CAMPBELL SOUP 159

END OF PART II: CONTINUING CASE—CARROT TOPS: BUILDING A COMPETITIVE ADVANTAGE 161

Appendix B: Developing a Business Plan 162

The Business Plan as an Exercise in the Processes of Management 162
What Is a Business Plan? 162
Putting It All Together 163

PART III
ORGANIZING

CHAPTER FIVE
Managing Organizational Structure 176
OPENING CASE:
Samsung Reorganizes for the 21st Century 176

Overview 178

Designing Organizational Structure 178

Grouping Tasks into Jobs: Job Design 181

Work Specialization 182
The Job Characteristics Model 183

Departmentalization 185
Simple Structure 185
Functional Structure 186
Tips for Managers: Choosing a Divisional Structure 188
Divisional Structures: Product, Geographic, and Market 189
Focus On the Social Economy: Common Thread Co-operative 191
Team-Based Organizational Structures 192
Hybrid Structures 194
B2B Network Structures 195

Allocating Authority and Decision-Making Responsibilities 198

Allocating Authority 198
Centralization and Decentralization of Decision Making 202

Linking and Coordinating Activities 203

Choosing a Formal or Flexible Overall Structure 205

Mechanistic Structures 206
Organic Structures 206
Factors Affecting Choice of Overall Organizational Structure 206
SUMMARY AND REVIEW 210

KEY TERMS 211

WRAP-UP TO OPENING CASE 212

MANAGEMENT IN ACTION 213
Topics for Discussion and Action 213
Self-Reflection Exercise 213
Small Group Breakout Exercise 213

x
 Contents

Business Planning Exercise 214

Managing Ethically Exercise 214
Management Challenge Exercise 215
Management Portfolio Project 215
Video Management Case 215
MANAGEMENT CASE: LOBLAW ACQUIRES SHOPPERS DRUG MART 216

CHAPTER SIX
Managing Communication and Information Technology (IT) 217
OPENING CASE:
Hootsuite Connects Business to Social Media 217

Overview 218

The Importance of Communication in Organizations 219

The Communication Process and Communication Styles 220

The Communication Process 220
Communication Styles 222
Verbal and Nonverbal Communication 223
Developing Communication Skills 225
Communication Skills for Senders 226
Communication Skills for Receivers 228

Organizational Communication Networks and Channels 229

Choosing a Communication Network and Channel 230
Face-to-Face Communication 231
Spoken Communication Electronically Transmitted 232
Personally Addressed Written Communication 233
Impersonal Written Communication 234

Advances in Information Technology 234

Tips for Managers: Information Richness and Communication Media 235
Software Developments 235
Focus On the Social Economy: Framework 236
Management Information Systems (MIS) 237
Limitations of Information Systems 237

Social Media 238

SUMMARY AND REVIEW 239

KEY TERMS 240

WRAP-UP TO OPENING CASE 241

MANAGEMENT IN ACTION 241

Topics for Discussion and Action 241
Self-Reflection Exercise 242
Small Group Breakout Exercise 242
Business Planning Exercise 242
Managing Ethically Exercise 242

xi
Contents

Management Challenge Exercise 243

Management Portfolio Project 243
Video Management Case 243
MANAGEMENT CASE: CANADIAN DRUG MAKER GOES SOCIAL TO HELP SUPPLY CHAIN CRISIS 243

CHAPTER SEVEN
Managing Human Resources 245
OPENING CASE:
Effectively Managing Human Resources at the Four Seasons 245

Overview 247

HRM Legislation and Managing Diversity 249

The Legal Framework of HRM in Canada 249
Managing Diversity 250
Diversity in Canada 251
Managing a Diverse Workforce 252

Strategic Human Resource Management 253

Human Resource Planning 254
Job Analysis 256

The Components of HRM 258

Recruitment and Selection 258
Focus On the Social Economy: EMBERS (Eastside Movement for Business & Economic Renewal Society) 259
Tips for Managers: Recruitment and Selection 266
Training and Development 267
Performance Appraisal and Feedback 270
Pay and Benefits 274
Employee Engagement 277

Harassment in the Workplace 280

Forms of Sexual Harassment 281
Steps Managers Can Take to Eradicate Workplace Harassment 283
SUMMARY AND REVIEW 283

KEY TERMS 284

WRAP-UP TO OPENING CASE 285

MANAGEMENT IN ACTION 286
Topics for Discussion and Action 286
Self-Reflection Exercise 287
Small Group Breakout Exercise 287
Business Planning Exercise 288
Managing Ethically Exercise 288
Management Challenge Exercise 288
Management Portfolio Project 288
Video Management Case 289
MANAGEMENT CASE: THE UNPAID INTERNSHIP DEBATE 289

END OF PART III: CONTINUING CASE—CARROT TOPS: STRUCTURE 290

xii
 Contents

Appendix C: Career Development 291

Types of Careers 291
Career Stages 293
Effective Career Management 295

PART IV
LEADING

CHAPTER EIGHT
Managing Motivation 298
OPENING CASE:
Motivation at Enterprise Rent-A-Car 298

Overview 300

The Nature of Motivation 301

Need Theories of Motivation 304

Focus On the Social Economy: Inspirations Studio, Toronto 305
Maslow's Hierarchy of Needs 305
Herzberg's Motivator-Hygiene Theory 306
McClelland's Need for Achievement, Affiliation, and Power 308
Other Needs 309

Process Theories of Motivation 309

Expectancy Theory 309
Equity Theory 313
Goal-Setting Theory 317

Learning Theories 319

Positive Reinforcement 320
Negative Reinforcement 321
Extinction 322
Punishment 322
Social Learning Theory 323

Total Reward Strategy 325

Pay and Motivation 326
SUMMARY AND REVIEW 330

KEY TERMS 331

WRAP-UP TO OPENING CASE 332

MANAGEMENT IN ACTION 333
Topics for Discussion and Action 333
Self-Reflection Exercise 334
Small Group Breakout Exercise 334
Business Planning Exercise 334
Managing Ethically Exercise 334
Management Challenge Exercise 335

xiii
Contents

Management Portfolio Project 335

Video Management Case 335
MANAGEMENT CASE: TRAINER TO THE STARS HARLEY PASTERNAK ON KEEPING PEOPLE MOTIVATED 336

CHAPTER NINE
Managing Leadership 338
OPENING CASE:
1-800-Got-Junk? Brian Scudamore’s International Success 338

Overview 340

The Nature of Leadership 341

Leadership Style and Managerial Tasks 342
Focus On the Social Economy: From Me to We Leadership 343
Power: The Key to Leadership 343

Early Models of Leadership 345

The Trait Model 346
The Behavioural Model 346

Contingency Models of Leadership 348

Fiedler's Contingency Model 349
Hersey-Blanchard's Situational Leadership Theory 351
Path-Goal Theory 351
The Leader Substitutes Model 354
Tips for Managers: Applying Contingency Models of Leadership 355
Summary of Contingency Theories of Leadership 355

Visionary Models of Leadership 355

Transformational Leadership 356
Charismatic Leadership 358
Turnaround Leadership 359

Gender, Culture, Emotional Intelligence, and Leadership 360

Gender and Leadership 361
Leadership Styles across Cultures 363
Emotional Intelligence and Leadership 363

SUMMARY AND REVIEW 364

KEY TERMS 365

WRAP-UP TO OPENING CASE 366

MANAGEMENT IN ACTION 367

Topics for Discussion and Action 367
Self-Reflection Exercise 368
Small Group Breakout Exercise 368
Business Planning Exercise 368
Managing Ethically Exercise 369
Management Challenge Exercise 369
Management Portfolio Project 370
Video Management Case 370
MANAGEMENT CASE: INTERVIEW: DESJARDINS GROUP CEO MONIQUE LEROUX ON TAKING CO-OPS NATIONAL 370

xiv
 Contents

CHAPTER TEN
Managing Teams 373
OPENING CASE:
Teams Benefit from Deviance and Conformity at IDEO 373

Overview 374

Groups, Teams, and Organizational Effectiveness 374

Groups and Teams as Performance Enhancers 376
Groups, Teams, and Responsiveness to Customers 376
Teams and Innovation 377
Groups and Teams as Motivators 378

Types of Groups and Teams 378

Group Dynamics 383
Group Size and Roles 383
Focus On the Social Economy: Vibrant Communities Canada 383
Group Leadership 385
Stages of Group Development 386
Group Norms 389
Group Cohesiveness 392

Group Decision Making 395

The Perils of Groupthink 395
Improving Group Decision Making 396
Promoting Group Creativity 397

Managing Groups and Teams for High Performance 398

Motivating Group Members to Achieve Organizational Goals 398
Reducing Social Loafing in Groups 399
Helping Groups to Manage Conflict Effectively 401
Sources of Organizational Conflict 402
Conflict Resolution Approaches 404
Tips for Managers: Building Teams for High Performance 406
SUMMARY AND REVIEW 406

KEY TERMS 407

WRAP-UP TO OPENING CASE 408

MANAGEMENT IN ACTION 409
Topics for Discussion and Action 409
Self-Reflection Exercise 410
Small Group Breakout Exercise 410
Business Planning Exercise 411
Managing Ethically Exercise 411
Management Challenge Exercise 411
Management Portfolio Project 411
Video Management Case 412
MANAGEMENT CASE: “NOBODY HAS A GOOD DAY IN SPACE IF THE TEAM HAS A BAD DAY” 412

END OF PART IV: CONTINUING CASE—CARROT TOPS: MOTIVATING HIGH PERFORMANCE 413

xv
Contents

PART V
CONTROLLING
CHAPTER ELEVEN
Managing Control and Operations 416
OPENING CASE:
Will CEO Mary Barra’s Customer Safety Strategy Work for General Motors? 416

Overview 418

What Is Organizational Control? 419

Steps in the Control Process 419

Control Systems and Operations Management 423

Feedforward Control 424
Concurrent Control 425
Feedback Control 425
Focus On the Social Economy: Ten Thousand Villages: A History of Helping Artisans 426

Output Control 426

Mechanisms to Monitor Output 427
Problems with Output Control 430
Behavioural Control 431
Corporate Governance and Control 432
Direct Supervision 433
Management by Objectives 434
Bureaucratic Rules and SOPs 434
Tips for Managers: Control 437
Clan Control 437

Control Mechanisms and Gaining a Competitive Advantage 438

How Culture Controls Managerial Action 439
Organizational Control and Building a Competitive Advantage 441
SUMMARY AND REVIEW 442

KEY TERMS 443

WRAP-UP TO OPENING CASE 443
MANAGEMENT IN ACTION 444
Topics for Discussion and Action 444
Self-Reflection Exercise 444
Small Group Breakout Exercise 445
Business Planning Exercise 445
Managing Ethically Exercise 445
Management Challenge Exercise 445
Management Portfolio Project 446
Video Management Case 446
MANAGEMENT CASE: 3M CANADA COMPANY FINED $55,000 AFTER WORKER INJURED 446

xvi
 Contents

CHAPTER TWELVE
Managing Change 448
OPENING CASE:
Can Sobeys Change Leaders Conquer Western Canada? 448

Overview 450

Organizational Change 451

Steps in Managing Organizational Change 453

Assessing the Need for Change 453
Deciding on the Change to Make 454
Introducing the Change 455
Evaluating the Change 455
Tips for Managers: Introducing Change 455
Models of Organizational Change 456

Organizational Change and Culture 460

Adaptive Cultures versus Inert Cultures 460

Innovation, Entrepreneurship, and Organizational Change 461

Focus On the Social Economy: Vibrant Communities Canada: Cities Reducing Poverty 463
Product Champions 464
Skunkworks 464
Rewarding Innovation 465

Managing Change in a Unionized Environment 465

SUMMARY AND REVIEW 467

KEY TERMS 468

WRAP-UP TO OPENING CASE 468

MANAGEMENT IN ACTION 469
Topics for Discussion and Action 469
Self-Reflection Exercise 470
Small Group Breakout Exercise 470
Business Planning Exercise 471
Managing Ethically Exercise 471
Management Challenge Exercise 471
Management Portfolio Project 472
Video Management Case 472
MANAGEMENT CASE: THE UBER BUSINESS MODEL: DRIVING DISRUPTION 472

END OF PART V: CONTINUING CASE—CARROT TOPS: CONTROLLING OPERATIONS 473

Appendix D: Operations Management and Competitive Advantage (ON CONNECT) AD-1

GLOSSARY GL-1

ENDNOTES EN-1

PHOTO CREDITS PC-1

INDEX IN-1 (ON CONNECT)

xvii
Preface
A manager is a person who makes other people’s work meaningful.

When groups of people come together to pursue a common goal, often to satisfy their collective needs,
various activities must be structured so that resources can be gathered and used to achieve the goal.
The person or people who are assigned the task of keeping the whole group working toward the goal,
deciding on timing and strategy and maintaining the structure of activities and relationships, are
those who engage in management. The activities of managing are critical to any complex cooperative
endeavour. Management is both the art and science of arranging and utilizing the physical and human
factors of production toward a socially desirable outcome without interfering in nature’s ability to
regenerate itself. This book provides you, the student, with an introduction to sustainable management
processes. This fifth Canadian edition is designed around the four main sets of activities that managers
engage in to achieve organizational goals: Planning, Organizing, Leading, and Controlling.
In Part I: Management, Chapter 1: Managers and Managing, we discuss who managers are, the
types and levels of managers found in organizations, the managerial skills needed to perform their main
responsibilities, and the roles they perform in planning, organizing, leading, and controlling. New to this
edition, we introduce how organizational culture and norms and values affect managerial behaviour in
this opening chapter, whereas previous editions have dealt with this topic later on in the chapter lineup.
Chapter 2: Managing the Organizational Environment sets the management process in
the environmental context of operating enterprises in Canada and the global economy. The political,
economic, socio-cultural, and technological contexts, as well as the immediate agents in the organization’s
external environment, such as suppliers, customers, distributors, and competitors, are analyzed for the
threats and opportunities they present to managers trying to gain a sustainable competitive advantage.
The awareness of differences in national cultures is important in being successful in the global economy,
and creating shared value among shareholders and direct producers is the most important breakthrough
in making progress to toward a sustainable economy where all stakeholders’ interests are highly valued.
Part II: Planning, Chapter 3: Managing Decision Making addresses the fundamental challenge
facing managers to make ethical and sustainable decisions. Approaches to socially responsible decision
making are addressed here. Chapter 4, Managing Planning and Strategy, tackles the process
of planning organizational goals, formulating strategies, and finding the best ways to implement
and evaluate the success of those goals and strategies. Two common techniques for analyzing the
environmental context that is vital to strategy formulation for a competitive advantage, SWOT and
Porter’s Five Forces model, are examined.
In Part III: Organizing, we begin with Chapter 5: Managing Organizational Structure, where the
elements of organizational design and structure are discussed. Students learn that ways of allocating authority
and distributing control over decision making result in different organizational structures. The type of overall
organizational structure depends on internal and external environmental factors, such as strategy, technology,
human resources, and the degree of environmental change. Chapter 6: Managing Communication and
Information Technology begins with examining the communication process, the types and strengths of
communication channels, and the importance of changing technological impact on effective communication,
including the most important elements of a social media strategy. Chapter 7: Managing Human Resources
is focused on how managers can successfully recruit, select, develop, appraise, and compensate valued and
diverse employees in the context of the Canadian legal and regulatory environment.

xviii
 Preface

In Part IV: Leading, we first look at Chapter 8: Managing Motivation. Here we discuss the
means by which managers can motivate good work effort and performance from employees. Several
need and process theories are discussed, and the importance of a total rewards strategy utilizing both
intrinsic and extrinsic factors is highlighted. In Chapter 9: Managing Leadership, the importance
of effective leadership in managing organizational performance is analyzed. Trait, behaviour, and
contingency theories are explored, and transformational and transactional leadership styles are
compared. A new section on visionary leadership rounds out this discussion. Chapter 10: Managing
Teams discusses the types of groups and teams found in contemporary organizations. Students will
learn the elements of group dynamics, group decision-making techniques, and what managers can do to
create high-performing teams and manage conflict in their organizations.
In Part V: Controlling, we start with Chapter 11: Managing Control and Operations, where
we discuss how managers monitor and measure the use of resources to make sure processes and
products are up to standards throughout the entire value chain. Corporate governance practices are
examined in light of recent economic crises. The types of controls that managers use impact the success
of the organization in achieving high performance and gaining a competitive advantage. And, finally,
we conclude our discussion of control by examining theories of organizational change in Chapter 12:
Managing Change. They say that the only constant is change itself, so understanding how to deal with
it is an important skill for managers of organizations.
Continued in this edition is a Focus on the Social Economy box, which profiles a social enterprise
that has both the function of creating economic value common to traditional for-profit businesses and
creating social impact common to non-profit and charitable organizations. In each chapter, you will
learn how a social enterprise applies business management processes to help people and solve social
problems that were once only the responsibility of governments. Social entrepreneurs find innovative
ways to deal with some of the fundamental concerns that the “business-as-usual” mentality has created,
including a growing gap between rich and poor and environmental degradation. The awareness that
if we continue to operate solely on a “business-as-usual” basis, where profit maximization is the only
measurement of success, we will fail all of the stakeholders in any enterprise: employees, customers,
partners, suppliers, investors, communities, and nature. We have to embrace innovative and sustainable
ways to foster an economy that enables us to clothe, feed, and care for ourselves and others, and enjoy
life without interfering with nature’s diversity or its ability to regenerate itself.
Also continued in the fifth edition is the running case, Carrot Tops. This case gives students the
opportunity to apply all the theories and models examined in the text to the management challenges
facing the owner/manager of a small business operating in a dynamic organizational environment, where
all levels of managers face opportunities and threats.
New in this edition are the Appendices found after each major section. After Part I: Management,
you will find Appendix A: History of Management Thought. After Part II: Planning, you will find
Appendix B: Developing a Business Plan. Appendix C: Career Development is located after Part III:
Organizing. The online Appendix D: Operations Management and Competitive Advantage, available
on Connect, rounds out your introduction to the fundamentals of managing an organization successfully.
All of the material covered in Essentials of Contemporary Management, Fifth Canadian Edition,
has a direct application to you as a student of organizational management as well as to any business or
social enterprise you may own, manage, or work for in the future.
J. W. Haddad
November 2015

xix
 First Pass

CHAPTER 4 Managing Planning and Strategy

Guided Tour
FOCUS ON The Social Economy
Prince George Native Friendship Centre
The Prince George Native Friendship Centre (PGNFC) is a social service agency whose mission is to “facilitate
individual, family and community growth through the power of friendship.” PGNFC has four meeting rooms which
can be rented out and used for community events. Their social enterprise is their Gathering Place Hospitality and
Catering Services, based out of their Smokehouse Kitchen, which operates an employment training program.
Offsite catering customers have included Meals on Wheels, a residential shelter, and a soup bus program.
Started in 1998, the Smokehouse Kitchen Training Program provides Aboriginal participants with the practical
knowledge, skills, and experience required to acquire entry-level employment in the food industry or to access
post-secondary education in a related field. Two dozen participants are trained each year in a full commercial
kitchen with a restaurant and catering department that cater events ranging from box-lunch drop-off to full-service

Learning Tools
in-house catering. Participants also receive job placements for work experience. The program provides participants
with the necessary information, tools, and support they need when exploring, seeking, securing, or re-entering the
Food Service and Hospitality Industry. In addition, [their] participants receive employment assistant services that

Learning Outcomes have been highlighted at the beginning of each First Pass
include career planning, job skills, interest, job leads, and skills development. Over the years the Smokehouse
Kitchen Program participant completion rate is averaging around 70 percent. The majority of participants that
complete the Smokehouse Kitchen Program go on to employment in the food service industry.39

chapter, identified throughout the text, and discussed in the Summary and Review. 1. Research the PGNFC on the Web. Identify the organization’s vision and mission.
2. Perform a SWOT analysis on PGNFC. What strategies would you recommend the organization pursue to gain a
competitive advantage?

is the job of managers at the corporate, business, and functional levels to formulate strategies to counter
CHAPTER 4 these threats so that an organization can respond to both its industry-specific and general environments,
perform at a high level, and generate high returns and social impact. The Focus on the Social Economy
First Pass
feature illustrates how the Prince George Native Friendship Centre generates high social impact.

LO4
Managing Planning
Differentiate among corporate-level, business-level, and functional-level strategies.

STEP 3: DEVELOPING STRATEGY

and Strategy
CHAPTER 4 Managing Planning and Strategy

Once the environmental forces are analyzed for opportunities and threats, decisions about how to best
accomplish
out of thethe organization’s
United States aftervision, mission,
this strategy and goals
failed. can
Instead, be made.
CIBC boughtThese
a stake decisions translate
in a troubled Irishinto
bank.
strategies
Lookingthat managers
overseas pursueinternationally
to expand at the corporate,
maybusiness, and functional
be, in part, because oflevels.
its disastrous venture into the
United States.49 Campbell’s Soup Company did an about-face after it lost its competitive advantage to
Corporate-Level
General Mills when theStrategy
latter began offering a more health-conscious line of soup in the early 2000s.
Campbell’s responded to this threat by realigning its products to meet the changing nutrition needs of
L E ARNI NG OUTCO M E S Corporate-level strategy is a plan of action concerning which industries and countries an organization
consumers. Among the changes, it reduced the amount of sodium in soups. But, sales were sluggish and
should invest its resources in to achieve its mission and goals. In developing a corporate-level strat-
incoming CEO Denise Morrison reversed the low-sodium strategy to try to regain market share. Pre-
LO1 Describe why planning is important, and the levels of planning and types of plans. egy, managers ask: How should the growth and development of the company be managed in order to50
mium Select Harvest soups had sodium levels raised to 650 milligrams from 480 milligrams a serving.
increase its ability to create value for its customers (and thus increase performance) over the long run?
LO2 Describe planning as a five-step process.
First Pass
When goals are unmet, strategy must be rethought in such a way as to stay true to the vision and
Managers of most organizations have the goal to grow their enterprises and actively seek out new oppor-
mission of the organization.
LO3 Explain how managers use planning techniques to evaluate the opportunities and threats in the tunities to use the organization’s resources to create more goods and services for customers. Seeking
organization’s environment. out new opportunities occurs when companies and their strategies are able to adapt to changing cir-
cumstances due to changing forces in the task or general environment. For example, customers may no
LO4 Differentiate among corporate-level, business-level, and functional-level strategies. longer be buying the kinds of goods and services a company is producing (high-salt soup, bulky analog
LO5 Describe how managers implement strategy and evaluate its success.
CHAPTER 4 Managing Planning and Strategy
Chapter 4
145
SUMMARY AND REVIEW
FIGURE 4.6

OpeningQualities
Case of Good Goal Formulation: Make Them SMART + C
LO1
An Overview of the Planning Process Planning involves setting goals and finding the
Qualities of Good Goal Formulation jon88782_ch04_126-161
145 08/19/15 02:26 PM
best strategy to achieve them. This is done by management at all three levelsFirstof thePassorga-
Amazon: Taking Over
S the Online World
Specific
nization: top-level managers are responsible for long-term strategic planning and strate-
M
The rapid pace at which the world Measurable
is changing is forcing the managers of all kinds of companies to develop gizing, middle-level for intermediate planning, and first-line for functional-level planning.
A competitive
new strategies to protect their Assignable (Achievable,
advantage. Attainable,
If they Action-oriented,
don’t, they Acceptable,
will be overtaken Agreed-upon,
by agile com- Accountable) Planning serves to give direction and purpose to the organization, it coordinates different
petitors that respond faster toRchanging
Realistic (Relevant,
customer Result-oriented)
needs. Nowhere is this truer than in the cut-throat mobile functions and divisions, and it allows managers to control the use of resources. Scenario
computing business. T Time-related (Timely, Time-bound, Tangible, Traceable) PART II Planning or contingency planning involves managers forecasting what may happen in the future
Billionaire founder Jeff Bezos
C incorporated
Communicated Amazon.com, Inc. in 1994 and opened its Internet store in and then gathering resources to meet these anticipated needs, opportunities, and threats.
July 1995 with the aim to provide “earth’s biggest selection.”1 His strategy was to offer an unlimited selection Crisis management occurs when unanticipated and unplanned contingencies arise.
of books and, where possible, to have
The period inthem shipped
which a goaldirectly from distributors
is expected to customers.
to be achieved should beThestated.
company
Time constraints are import- Lexpansion
O2 Fiveto help increase the value of the goods and services provided to customers. At
Steps in the Planning Process
grew to mammoth proportions, taking the business or divisional level, managers are responsible for developing a low-cost or
ant because theymuch of the book
emphasize that retailing business
a goal must with it. Circuit
be reached withinCity, Borders, andperiod; they inject a sense
a reasonable 1. Determining an organization’s vision, mission, and goals
others succumbed toofthe competition differentiation strategy, either for the whole market or for a particular segment of it (focus
urgency into and
goalclosed up shop,
attainment unable
and to match
act as the variety
a motivator. Forofexample,
online goods
Taco and
Bell’s managers committed 2. Analyzing the forces in the organizational environment
delivery service. Amazon launched strategy). At the functional level, departmental managers try to add value to the product
themselves toan online TV
reviving and
the movie
line store
of its in 2006,offerings
fast-food the Kindleand
e-book reader store inincrease sales and by 2015
to significantly
2007, and the MP3 they
digital music store inthis
2008. Later, or service by differentiation
3. Formulating strategyor increasing efficiencies by reducing costs. All managers
had achieved goal as itsAmazon aimedattracted
tasty treats its sights on Netflix
away with an instant
customers from McDonald’s and KFC.
video streaming service that’s free for attempt to gain a competitive
4. Implementing strategy advantage by increasing quality, responsiveness to custom-
The issue of members. It also reward
how to design now offers customers
systems an online managers
to motivate auction service
and and
other organizational employ-
sells just about everything, including furniture. ers, and efficiencies and innovations.
ees is discussed in Chapter 8. The evaluation of whether goals were achieved is part of the control pro- 5. Evaluating strategy
cess, which we discuss in-depth in Chapter 11.
LO5 LSteps 4 and 5: Implementing and Evaluating Strategy These steps require manag-
O3 Step 2: Analyzing the Environment This step involves conducting an analysis of the
ers to allocate responsibilities to individuals or groups, draft detailed action plans that

Definitions
L 3 of Key Terms are highlighted in each chapter, and a list of these terms is provided at the
organizational environment to evaluate how the internal and external forces impact the
O Explain how managers use planning techniques to evaluate the opportunities and threats in the specify how a strategy is to be implemented, establish a timetable for implementation that
126 organization by creating opportunities and threats. SWOT analysis examines the internal
organization’s environment. includes specific measurable goals, allocate necessary resources, and hold the individuals
strengths and weaknesses of the organization, while Porter’s Five Forces model analyzes
or groups accountable for reaching goals. Managers monitor the progress of goal achieve-
end of eachSTEP
chapter and in the glossary at the end of the text.
2: ANALYZING THE ENVIRONMENT
the potential for profitability within a particular industry by looking at the degree of com-
ment and make corrective adjustments when strategies fail to accomplish the organiza-
petitive rivalry, the ease of entry, the power of buyers, the power of suppliers, and the
tion’s mission and goals.
threat of substitute products. Managers use these techniques to evaluate what strategy
Strategy formulation includes analyzing an organization’s current situation and PM then developing strat- would gain them a competitive advantage.
jon88782_ch04_126-161 126 08/19/15 02:26
KEY TERMS
egies to accomplish the organization’s mission and achieve its goals.33 Strategy formulation begins with LO4 Step 3: Developing Strategy At the corporate level, organizations use strategies such as
managers analyzing the factors within an organization and outside—in the industry-specific and general concentration on a single business, diversification, vertical integration, and international
business-level plan
environments—that affect or may affect the organization’s ability to meet its current and future goals. business-level strategy
Several techniques can be used to analyze the organization’s environment, including SWOT analysis co-opetition 153
and the Five Forces model. Once the environmental forces are analyzed for opportunities and threats, corporate-level plan
decisions about how to best accomplish the organization’s vision, mission, and goals can be made. These corporate-level strategy
decisions translate into strategies that managers pursue at the corporate, business, and functional levels. cost-leadership strategy
crisis management plans
strategy formulation Analysis of an organization’s current situation followed by the development of strategies to
accomplish the organization’s mission and achieve its goals. differentiation strategy
jon88782_ch04_126-161 153 08/19/15 02:26 PM
focused differentiation strategy
focused low-cost strategy
SWOT Analysis functional managers
SWOT analysis is a planning exercise in which managers identify organizational strengths (S) and functional-level plan
weaknesses (W), and environmental opportunities (O) and threats (T). Based on a SWOT analysis, man- functional-level strategy
First Pass
Figures and Tables are interspersed throughout the text to illustrate concepts and provide a visual
agers at the different levels of the organization select corporate-, business-, and functional-level strate-
gies to best position the organization to achieve its mission and goals (see Figure 4.7).
functions
Gantt chart

framework for students.

goal
SWOT analysis A planning exercise in which managers identify organizational strengths (S) and weaknesses (W),
and environmental opportunities (O) and threats (T) relative to the competition. mission statement
planning
CHAPTER 4 Managing Planning and Strategy
policy
139 Porter’s Five Forces model

FIGURE 4.1 rule

scenario planning
Steps in the Planning Process standard operating procedures (SOPs)

1 Determine the vision, 2 Conductstrategic

an leadership
jon88782_ch04_126-161 139 08/19/15
mission, and major 02:26 PM environmental
strategy
goals of the analysisstrategy formulation
organization
SWOT analysis
What is the SWOT and Porter's Five time horizon
nature of the Forces Analysis
business? vision statement

154
What measures of Corporate, Business
5 Evaluate success will be used? and 3 Formulate
the strategy Functional Levels a strategy

Assign
responsibility and allocate jon88782_ch04_126-161 154 08/19/15 02:26 PM
resources

4 Implement the strategy

or differentiates the organization in some ways from its competitors. The second step is to conduct an
analysis of the current situation with respect to threats and opportunities in the external environment,
and strengths and weaknesses in the internal environment. The third step is to formulate a strategy. Man-
agers analyze the organization’s current situation and then conceive and develop the strategies necessary
to attain the organization’s mission and goals. The fourth step is to implement the strategy. Managers

xx decide how to allocate the resources and responsibilities required to implement the strategies among
people and groups within the organization.7 The final step is to evaluate the strategy. How successful
is the organization in achieving its mission and goals? In subsequent sections of this chapter we look in
detail at the specifics of these steps. But first we examine the general nature and purpose of planning.
Essentially, to perform the planning task, managers (1) establish and discover where an organi-
zation is at the present time; (2) determine where it should be in the future—that is, its desired future
state; and (3) decide how to move it forward to reach that future state. When managers plan, they must
forecast what may happen in the future in order to decide what to do in the present. The better their
 CHAPTER 4

Guided Tour
Managing Planning
and Strategy
Rich and Relevant Examples An important feature of our book
is the way weI N Guse
LE ARN real-world
O UTCO MES examples and stories about managers and companies to drive home the
L 1
applied lessons to students. Moreover, unlike boxed material in other books, we integrate more applied
O Describe why planning is important, and the levels of planning and types of plans.

L 2 O Describe planning as a five-step process.

and fewerL 3 types of boxes seamlessly into the text; they are an integral part of the learning experience,
O Explain how managers use planning techniques to evaluate the opportunities and threats in the
organization’s environment.
First Pass

and not tacked

L 4 O
on or isolated from the text itself. This is central to our pedagogical approach.
Differentiate among corporate-level, business-level, and functional-level strategies.

LO5 Describe how managers implement strategy and evaluate its success.
CHAPTER 4 Managing Planning and Strategy

Opening Case Wrap-Up to Opening Case

Amazon: Taking Over the Online World Amazon: Taking Over the Online World
The rapid pace at which the world is changing is forcing the managers of all kinds of companies to develop
First Pass
The rapid pace at which the world is changing is forcing the managers of all kinds of companies to
new strategies to protect their competitive advantage. If they don’t, they will be overtaken by agile com- develop new strategies to protect their competitive advantage. If they don’t, they will be overtaken
petitors that respond faster to changing customer needs. Nowhere is this truer than in the cut-throat mobile by agile competitors that respond faster to changing customer needs. Nowhere is this truer than in the
computing business. cut-throat mobile computing business in which Amazon competes. After having read and understood
Billionaire founder Jeff Bezos incorporated Amazon.com, Inc. in 1994 and opened its Internet store in the concepts in this chapter you should now be able to answer the following questions:
July 1995 with the aim to provide “earth’s biggest selection.”1 His strategy was to offer an unlimited selection
1. What
CHAPTER 4 was the vision Planning
Managing for Amazon.com and how has it changed?
and Strategy
of books and, where possible, to have them shipped directly from distributors to customers. The company
grew to mammoth proportions, taking much of the book retailing business with it. Circuit City, Borders, and ANSWER: Amazon.com began with the vision of offering the world’s biggest selection of books over the
others succumbed to the competition and closed up shop, unable to match the variety of online goods and Internet. Since 1995, the vision has expanded to include all kinds of products, not just books, for sale over
FIGURE
delivery service. Amazon launched an online TV and movie store in 4.4
2006, the Kindle e-book reader store in the Internet. Amazon’s vision is “to be earth’s most customer centric company; to build a place where
2007, and the MP3 digital music store in 2008. Later, Amazon aimed its sights on Netflix with an instant
Notable Corporate Responses to Crisis Management17
video streaming service that’s free for members. It also now offers customers an online auction service and
people can come to find and discover anything they might want to buy online.”

sells just about everything, including furniture. 2. Describe

   
1. Johnson & Johnson’s response to the case of tampered Tylenol is widely cited the corporate-level
as the gold strategy
standard response to aemployed
crisis. by Amazon.
In 1982, in Chicago, seven people died after taking extra-strength Tylenol that had been laced with cyanide. The company
ANSWER:three-way,
yanked the product off the shelves across the United States. It would ultimately introduce Amazon has positionedpill
tamper-proof itself as an industry leader in e-commerce mainly through acqui-
bottles.
Within a year, Tylenol had regained its market share. sitions of other online retailers. This is a diversification strategy. The diversification is related because
126
the acquisitions are in the same online retailing industry. Examples include Zappos and Diapers.com.
2. U.S.-based toy giant Mattel issued an extraordinary apology to China in September 2007 over
Through the diversification,
related recall of millions of Chinese-became the world’s largest online retailer.
Amazon.com
made toys, taking the blame for design flaws and saying it had recalled more lead-tainted toys than justified. Mattel ordered

Each chapter begins with an Opening Case. These cases pose a real-world, chapter-related challenge
three high-profile recalls in the summer of 2007 involving more than 21 million Chinese-made
The company istoys,
accessories and toy cars due to concerns about lead paint and tiny magnets thattocould be swallowed.
also including Barbiediversification
pursuing other doll strategies that at first appear to be unrelated
its core business of online retailing but upon closer analysis will strengthen it. Amazon developed a
jon88782_ch04_126-161 126 08/19/15 02:26 PM tablet computer, the Kindle Voyage, that will compete with Apple’s iPad. Investing in the design and

and then discuss how companies or managers responded to that challenge, bringing to light the many
3. In March 2007, the president of Canadian pet food company Menu Foods apologized to pet owners amid a recall of products
production of computer hardware appears unrelated to the core business of online retailing; however,
found to contain Chinese-supplied wheat gluten laced with poisonous melamine. Company shares dropped following
the innovative browser, called Amazon Silk and run on a modified Google Android operating system, will
deaths of cats and dogs. Executives were asked to take pay cuts, and the company downsized its workforce after millions

issues surrounding the management process. At the end of the chapter, the Wrap-Up to the Opening
of packages of pet food were recalled and dozens of lawsuits were launched.make
$55 million.
it easier
The recall forMenu
cost customers
Foodsto an
browse and shop online (at Amazon.com) because it allows free stor-
estimated
age of data, music, and movies on its vast cloud computing servers instead of being stored only by the
browser in the device, thus adding value and convenience for customers.

Case wraps up the opening case in light of the new information gleaned from the chapter. Students are
Crisis management plans are formulated to deal with possible future crises. Management crisis
Amazon’s foray16 into the publishing business is an example of a vertical integration strategy. Where
once it relied on publishers to produce the books it sells online, it now publishes many books itself. This

provided with the answers tosumer

theconfidence
questions raised in the opening case.
software can help formulate a response that minimizes the potential damage to reputation and con-
that comes along with a disaster. Several companies have faced crises that had to be
is an example of backward vertical integration that cuts out the producer and thus increases the profits
for the company.
managed for damage control; see Figure 4.4.
3. What business-level strategies has Amazon pursued?

crisis management plans Formulated to deal with possible future crises.

Tips for Managers distill the lessons that students can take from the chapter and apply to develop their
ANSWER: Amazon has pursued a corporate-level strategy of acquiring any firms that could rival its
e-commerce business and has propelled itself to the world’s largest online retailer as a result. It now
In two Toronto-based cases, two very different approaches to crisis management were used, result-
competes with eBay by offering an online auction site. Apple’s iCloud competes with Amazon’s cloud
ing in two very different outcomes. Maple Leaf Foods recalled its entire stock of 220 meat products from
management skills. one of its plants that was shut down after being found to be the source of food-borne bacteria called
computing services.

Listeria monocytogenes. The listeriosis outbreak caused several deaths and illnesses. How did CEO
Michael McCain handle the crisis? In an effort to protect the company and its customers, he gave press

155
Tips for Managers
Planning
1. Vision matters because it serves as a source of inspiration and motivation for the stakeholders of the
jon88782_ch04_126-161 155 08/19/15 02:26 PM
organization. Craft the vision statement so that it reflects what the organization is striving to achieve.
For example, the vision of a food bank may be “to end hunger.”
2. Operationalize the vision by breaking it down into a mission—a statement of purpose of the
organization. For example, the mission of the food bank may be “feeding hungry people in our
community.”
3. Further break down the mission into a series of cascading relating goals and objectives. For example,
the goal may be “to have enough resources to feed those who need the food bank’s services for six
months.” A related objective may be “keeping a one-week supply of food, having enough staff and
volunteers to meet unexpected increases in demand, and increasing funding levels by 10 percent above
the previous year’s budget.”
4. If each objective is met, then the broad goal of “having enough resources” is likely to be achieved and
the organization is fulfilling its mission.

135

Experiential Learning Features We have given considerable

jon88782_ch04_126-161 135 08/19/15 02:26 PM

time and attention to developing state-of-the-art experiential end-of-chapter

First Pass learning exercises that drive
home the meaning of management to students. These exercises are grouped together at the end of each
chapter in the section called Management in Action.
CHAPTER 4 Managing Planning and Strategy

MANAGEMENT IN ACTION
TOPICS FOR DISCUSSION AND ACTION
LEVEL 1 Knowledge & Comprehension
1. Describe the five steps in the planning process. Explain how they are related.
2. Discuss the levels of plans, the time horizons of plans, the difference between standing and
single-use plans, and why planning is important. What are the qualities of effective plans?
3. Describe scenario planning. How can scenario planning help managers predict the future?

LEVEL 2 Application & Analysis

4. Ask a manager to identify the corporate-, business-, and functional-level strategies used by
his or her organization.
5. Watch the video on Porter Airlines at www.youtube.com/watch?v=xnhExEZvJNI. Identify
the airline’s mission. What type of business-level strategy is it pursuing? Give evidence to
support your answer.
6. Go to the Bombardier Web site. Identify the vision, mission, and major goals for the com-
pany. What is the business-level strategy of its largest division? xxi
LEVEL 3 Synthesis & Evaluation
7. Research a well-known company that you can easily find information about. What is the
main industry that the company competes in? Apply Porter’s Five Forces model to this
industry to determine its profitability.
8. Present an argument for having lower-level managers participate in the company’s strate-
Guided Tour

First Pass
Topics for Discussion and Action are a set of chapter-related questions First Pass based on Bloom’s three levels

of developmental consideration: level 1 tests students’ knowledge and comprehension; level 2 tests stu-
dents’ ability to apply concepts; and level 3 tests students’ synthesis and evaluation skills. CHAPTER 4 Managing Planning and Strategy

CHAPTER 4 Managing Planning and Strategy

MANAGEMENT IN ACTION
M ANAGEMENT IN ACTION
TOPICS FOR DISCUSSION AND ACTION
TOPICS FOR DISCUSSION
LEVEL 1 Knowledge AND ACTION
& Comprehension

LEVEL1.1 Describe
Knowledgethe &five steps in the planning process. Explain how they are related.
Comprehension
First Pass
Discuss the
1.2. Describe the levels of plans,
five steps in thethe time horizons
planning ofExplain
process. plans, the
howdifference
they arebetween
related. standing and
single-use plans, and why planning is important. What are the qualities of effective plans?
2. Discuss the levels of plans, the time horizons of plans, the difference between standing and
Describe scenario
3. single-use plans, and planning. How can
why planning scenario planning
is important. What arehelp
the managers
qualities ofpredict theplans?
effective future?

Describe
3. 2
LEVEL scenario
Application planning. How can scenario planning help managers predict the future?
& Analysis
CHAPTER 4 Managing Planning and Strategy
LEVEL4.2 Ask a manager&toAnalysis
Application identify the corporate-, business-, and functional-level strategies used by
his or her organization.
4. Ask a manager to identify the corporate-, business-, and functional-level strategies used by
Watch the video on Porter Airlines at www.youtube.com/watch?v=xnhExEZvJNI. Identify
MANAGEMENT IN ACTION
5. his or her organization.
the airline’s mission. What type of business-level strategy is it pursuing? Give evidence to
5. Watch the video on Porter Airlines at www.youtube.com/watch?v=xnhExEZvJNI. Identify
support your answer.
TOPICS theFOR
airline’sDISCUSSION
mission. What type AND ACTION strategy is it pursuing? Give evidence to
of business-level
Go to the
6. support Bombardier
your answer. Web site. Identify the vision, mission, and major goals for the com-
LEVEL 1 pany.
KnowledgeWhat is&theComprehension
business-level strategy of its largest division?
6. Go to the Bombardier Web site. Identify the vision, mission, and major goals for the com-
1. Describe the five steps in the planning process. Explain how they are related.
LEVEL 3pany. What is&the
Synthesis business-level strategy of its largest division?
Evaluation
2. Discuss the levels of plans, the time horizons of plans, the difference between standing and
Research
LEVEL7.3single-use a &well-known
and whycompany
planning that you can easily findthe
information
qualities ofabout. What is the
Self-Reflection Exercises are unique exercises that ask students to internalize concepts from the chap-
Synthesisplans,
7. Describe
3.
Evaluation
planning. How can
is important. What are
main industry that the company competes in? Apply Porter’s Five Forces model to this
Researchscenario
a well-known company thatscenario
you canplanning
easily find
helpinformation
effective
about. What
managers predict
plans?
is the
the future?
industry to determine its profitability.
ter and apply them to their personal lives and situations at this moment, helping them to grasp the rele-
main industry that the company competes in? Apply Porter’s Five Forces model to this
LEVEL8.2industry
Application
Present to & Analysis
andetermine
argument forprofitability.
its having lower-level managers participate in the company’s strate-
4. gic aplanning
Ask manager process. What
to identify themight happenbusiness-,
corporate-, if they were to have no input?strategies used by
andparticipate
functional-level
8. Present an argument for having lower-level managers in the company’s strate-
vance of key chapter ideas and concepts. 9. his
gic or her organization.
Research
planning two firms inWhat
process. the same
mightindustry,
happen ifand perform
they were toa have
competitive SWOT analysis. What
no input?
type of business-level and functional-level strategies would you recommend for the firms,
9. Watch
5. Research the two
video on Porter
firms Airlines
in the same at www.youtube.com/watch?v=xnhExEZvJNI.
industry, and perform a competitive SWOT analysis. Identify
What
andairline’s
the why? mission. What type of business-level strategy is it pursuing? Give evidence to
type of business-level and functional-level strategies would you recommend for the firms,
support
and why? your answer.
SELF-REFLECTION
6. Go to the Bombardier EXERCISE
Web site. Identify the vision, mission, and major goals for the com-
pany.to
What
SELF-REFLECTION
Think ahead five is the business-level
years EXERCISE strategywhat
from now to consider of itsitlargest
is that division?
you might like to be doing with your
life. Develop your own vision and mission statements. Establish a set of goals that will help you
LEVEL 3 Synthesis
Think ahead & Evaluation
to five years from now to consider what it is that you might like to be doing with your
achieve your vision and mission.
life. Develop your aown
7. Research vision and
well-known missionthat
company statements.
you can Establish
easily finda information
set of goals about.
that will
Whathelpis you
the
Develop a SWOT analysis for considering what you want to be doing in five years. What are
achieve your
mainvision andthat
industry mission.
the company competes in? Apply Porter’s Five Forces model to this
your strengths and weaknesses? What are the opportunities and threats in carrying out this plan?
Develop a SWOT analysis for considering
industry to determine its profitability. what you want to be doing in five years. What are
Develop a five-year plan that maps out the steps you need to take in order to get to where you
your strengths and weaknesses? What are the opportunities and threats in carrying out this plan?
want8.to Present an life
be in your argument
at that for having lower-level managers participate in the company’s strate-
time.
Develop a five-year plan that maps out the steps you need to take in order to get to where you
gic planning process. What might happen if they were to have no input?
want to be in your life at that time.
SMALL GROUP
9. Research BREAKOUT
two firms in the sameEXERCISE
industry, and perform a competitive SWOT analysis. What
type of business-level and functional-level strategies would you recommend for the firms,
SMALL
Form groups GROUP
of three BREAKOUT EXERCISE
or four, and appoint one member as the spokesperson who will communicate
and why?
Small Group Breakout Exercises are uniquely designed to allow instructors in large classes to utilize inter-
your findings to the class when called on by the instructor. Then discuss the following scenario:
Form groups of three or four, and appoint one member as the spokesperson who will communicate
You are a team of management consultants hired by a grocery store chain to plan the feasibility
your findings to the class when called on by the instructor. Then discuss the following scenario:
SELF-REFLECTION
of opening a store in yourEXERCISE
community. You must answer all the questions below and report back to
active experiential exercises in groups of three to four students. The instructor calls on students to form into
Think
You are a team of management consultants hired by a grocery store chain to plan the feasibility
your clients.
aheada to
of opening fiveinyears
store yourfrom now to consider
community. You mustwhat it isall
answer that
theyou might like
questions belowto be
anddoing
reportwith
backyour
to
life.
yourDevelop
clients. your own vision and mission statements. Establish a set of goals that will help you
small groups simply by turning to people around them. All students participate in the exercise in class, and a
achieve your vision and mission. 157
Develop a SWOT analysis for considering what you want to be doing in five years. What are
mechanism is provided for the different groups to share what they have learned with one another.
your strengths and weaknesses? What are the opportunities and threats in carrying out this plan?
Develop a five-year plan that maps out the steps you need to take in order to get to where you
157

want to be in your life at that time.

jon88782_ch04_126-161 157 08/19/15 02:26 PM

SMALL GROUP BREAKOUT EXERCISE

jon88782_ch04_126-161
157 08/19/15 02:26 PM

Form groups of three or four, and appoint one member as the spokesperson who will communicate
First Pass
your findings to the class when called on by the instructor. Then discuss the following scenario:
You are a team of management consultants hired by a grocery store chain to plan the feasibility
of opening a store in your community. You must answer all the questions below and report back to
your clients.

157
PART II Planning

Business Planning Exercises provide professors with the opportunity to ask their students to write a
First Pass
1. List the major supermarket chains in your city, and identify their strengths and weak-
business plan for a new venture or nesses a strategic
relative to oneplan
jon88782_ch04_126-161 another.for
157 What an existing
opportunities venture.
and threats Inchain?
exist for each the Student Resources in 08/19/15 02:26 PM

Connect, students can apply managerial and organizational concepts to the writing of a business plan by
2. What business-level strategies are these supermarkets currently pursuing?
3. What kind of supermarket strategy would do best against the competition?
referring to Appendix B:PART
Developing
II Planning
a Business
4. What would you recommendPlan.to your clients, and why?

BUSINESS PLANNING EXERCISE

1. List the major supermarket chains in your city, and identify their strengths and weak-
nesses relative to one another. Whatthis
Please access opportunities and threats exist for each chain?
content on Connect.

2. What business-level strategies are these supermarkets currently pursuing?

3. What kind of supermarket strategy would do best against the competition?
MANAGING ETHICALLY EXERCISE
4. What would you recommend to your clients, and why?
Managing Ethically Exercises present
A major students
department store has receivedwith
repeatedan ethical
criticism scenario
for selling orproduced
clothes that are dilemma
at and ask them,
low cost in developing countries. The CEO of the department store knows that suppliers are paying
either individually or in aBUSINESS
group, to better
think
PLANNING
5 percent about
thanEXERCISE anofissue
the going rate wages in from an ethical
these countries and feels thatperspective
this is fair enough. in order to under-

stand the issues facing practising managers.

Working conditions at suppliers’
Please access factories
this content are no worse than at other factories in those countries.
on Connect.
The CEO has come to you to check her assumptions that as long as the suppliers are buying from
manufacturing plants that have better-than-average working conditions for the country where the
MANAGING ETHICALLY
company EXERCISE
is located, nothing further needs to be done. What would you advise her? How would you
justify your advice?
A major department store has received repeated criticism for selling clothes that are produced at
low cost in developing countries. The CEO of the department store knows that suppliers are paying
MANAGEMENT
5 percent better CHALLENGE
than the going rate EXERCISE
of wages in these countries and feels that this is fair enough.
Beyondatthe
Working conditions Green
suppliers’ Doorare no worse than at other factories in those countries.
factories
The CEO has come to you to check her assumptions that as long as the suppliers are buying from
The Green Door is a vegetarian restaurant in Ottawa with an “eye and palette . . . focused on
manufacturing plants that have better-than-average working conditions for the country where the
nourishment drawn from the local, organic, seasonal, natural, wholesome, comforting and
company is located, nothing further needs to be done. What would you advise her? How would you
colourful.”51 The restaurant is situated directly across from Saint Paul University52 (part of the
justify your advice?
University of Ottawa and home to about 1000 undergraduate and graduate students in such
xxii disciplines as spirituality, philosophy, human sciences, pastoral counselling, and conflict studies).
MANAGEMENT CHALLENGE
OttawaPlus.ca EXERCISE
considers The Green Door the “heaven for vegetarians” and an Ottawa institution.53
Beyond the 1.Green Doorvegetarian restaurants in the city where you live. Do a SWOT analysis as to
Name some
their strengths and weaknesses.
The Green Door is a vegetarian restaurant in Ottawa with an “eye and palette . . . focused on
2. Look
nourishment drawn up reviews
from of The
the local, Greenseasonal,
organic, Door on the Internet.
natural, If The Green
wholesome, Door wanted
comforting andto expand,
 BUSINESS PLANNING EXERCISE
BUSINESS PLANNING EXERCISE
Please access this content on Connect.
Please access this content on Connect.

MANAGING ETHICALLY EXERCISE Guided Tour

MANAGING ETHICALLY EXERCISE
A major department store has received repeated criticism for selling clothes that are produced at
A major department store has received repeated criticism for selling clothes that are produced at
low cost in developing countries. The CEO of the department store knows that suppliers are paying
low cost in developing countries. The CEO of the department store knows that suppliers are paying
5 percent better than the going rate of wages in these countries and feels that this is fair enough.
5 percent better than the going rate of wages in these countries and feels that this is fair enough.
Working conditions at suppliers’ factories are no worse than at other factories in those countries.
Management Challenge Exercises present a realistic scenario in which a manager or organization
Working conditions at suppliers’ factories are no worse than at other factories in those countries.
The CEO has come to you to check her assumptions that as long as the suppliers are buying from
The CEO has come to you to check her assumptions that as long as the suppliers are buying from
faces some kind of challenge or opportunity and the student plays the role of a management consultant
manufacturing plants that have better-than-average working conditions for the country where the
manufacturing plants that have better-than-average working conditions for the country where the
company is located, nothing further needs to be done. What would you advise her? How would you
company is located, nothing further needs to be done. What would you advise her? How would you
offering advice and recommending a course of action based on the chapter content.
justify your advice?
justify your advice?

MANAGEMENT CHALLENGE EXERCISE

MANAGEMENT CHALLENGE EXERCISE
Beyond the Green Door
Beyond the Green Door
The Green Door is a vegetarian restaurant in Ottawa with an “eye and palette . . . focused on
The Green Door is a vegetarian restaurant in Ottawa with an “eye and palette . . . focused on
nourishment drawn from the local, organic, seasonal, natural, wholesome, comforting and
nourishment drawn from the local, organic, seasonal, natural, wholesome, comforting and
colourful.”51 The restaurant is situated directly across from Saint Paul University52 (part of the
colourful.”51 The restaurant is situated directly across from Saint Paul University52 (part of the
University of Ottawa and home to about 1000 undergraduate and graduate students in such
University of Ottawa and home to about 1000 undergraduate and graduate students in such
disciplines as spirituality, philosophy, human sciences, pastoral counselling, and conflict studies).
disciplines as spirituality, philosophy, human sciences, pastoral counselling, and conflict studies).
OttawaPlus.ca considers The Green Door the “heaven for vegetarians” and an Ottawa institution.53
Management Portfolio Projects present an opportunity for students to follow and analyze an organization
OttawaPlus.ca considers The Green Door the “heaven for vegetarians” and an Ottawa institution.53
1. Name some vegetarian restaurants in the city where you live. Do a SWOT analysis as to
1. Name some vegetarian restaurants in the city where you live. Do a SWOT analysis as to
of their choice over the course of the semester. Each chapter includes an exercise that asks students to evalu-
their strengths and weaknesses.
their strengths and weaknesses.
2. Look up reviews of The Green Door on the Internet. If The Green Door wanted to expand,
ate how the issues discussed in the chapter are dealt with by the organization they are following.
2. Look up reviews of The Green Door on the Internet. If The Green Door wanted to expand,
what kind of business-level strategy should it pursue?
what kind of business-level strategy should it pursue?

MANAGEMENT PORTFOLIO PROJECT

MANAGEMENT PORTFOLIO PROJECT
Answer the following questions about the organization you have chosen to follow:
Answer the following questions about the organization you have chosen to follow:
1. Identify the vision, mission, and major goals of the organization.
1. Identify the vision, mission, and major goals of the organization.
2. What is the corporate-level strategy of the company? First Pass
2. What is the corporate-level strategy of the company?
3. What is the business-level strategy of the company?
3. What is the business-level strategy of the company?
4. Have the strategies supported the vision and mission? How so?
4. Have the strategies supported the vision and mission? How so?

A Video Management Case and questions are included CHAPTER with 4every chapter to help students make the
Managing Planning and Strategy

158
158
connections from chapter concepts to areal-world
5. Has there been applications.
significant shift in strategy Videos
over the past decade? If yes, are available
describe it, and on DVD and online
try to determine why the organization made the changes.
through Connect. 6. How successful is the organization’s planning process?

jon88782_ch04_126-161 158 08/19/15 02:26 PM

VIDEO MANAGEMENT CASE
jon88782_ch04_126-161 158 08/19/15 02:26 PM

Panera Bread Company

Panera Bread Co. combines some of the best aspects of fast-food and sit-down venues.
1. How do Panera Bread’s corporate vision and strategy lead to a competitive advantage in
the restaurant industry? Fifth Pass
2. How does Panera achieve responsiveness to customers?
3. How does its corporate culture help make Panera Bread a high-performing company?
Each chapter also contains a Management Case dealing with current companies and engaging person-
alities, one to two pagesPART
in
MIlength,
N A G Eending
AManagement M E N Twith
C Aquestions
SE for students to consider.
Stirring up Campbell Soup
M A N ASoup
Campbell G Co.,
E MoneEofNtheT oldest
C Aand
S best-known
E global food companies, saw demand for its
major product, condensed soup, plummet by 30 percent as customers switched from high-salt,
Turnaround
processed soupsat Sony? low-fat, low-salt varieties. Campbell’s profits and stock price plunged
to healthier
Sony,
as its the Japanese
condensed electronics
soup businessmaker, used so
collapsed, to be
its renowned for usinginits
directors brought innovation
a new and engineering
CEO, Douglas Conant,
prowess
to help the to troubled
turn out blockbuster
company. Conant new products
decided such it wasasnecessary
the Walkman and Trinitron
to develop TV. Inturnaround
a three-year the 1990s
product
plan to engineers
help the companyat Sony turned
strengthenout anitsaverage
marketofposition
four new product
against ideas every
aggressive day. Why? such
competitors A large as
part of the
General answer
Mills, whose was Sony’s culture,
Progresso called the
Soup division had“Sony Way,”away
attracted which many emphasized communication,
of Campbell’s customers
cooperation,
with its innovativeand harmony
new lines between groupssoup.
of healthier of engineers across the company to foster innovation and
change.
OneEngineers
of Conant’s were given
first considerable
actions freedomthe
was to analyze to pursue their own
competitive ideas, and which
environment the managers
identified of
different
the growth product
of thegroups
organic championed their own
and health-food innovations,
segment of the but
food problems
market arose and the with Sony’s approach.
increasing number
Companies
of other kinds of inconvenience
Korea, Taiwan, andasChina
foods began
a threat to innovatecore
to Campbell’s newsouptechnologies
business.like digital
It also LCD
revealed
screens and flash
three growth memory that(1)
opportunities: madethe Sony’s
growing technologies
market for obsolete.
health Companies
and sportssuch as Apple
drinks, in whichand
Nokia
Campbell came out with
already was thea iPod, smartphones,
competitor with its and tablet(2)
V8 juice; computers
the growingthat better
marketfitfor customer
quality needsbread
than Sony’s “old-generation”
and cookies, in which Campbell products such as
competed withtheitsWalkman.
Pepperidge OneFarmreason why Sony
brand; and (3) experienced
chocolate
A Continuing Case at the end of each part provides students with an opportunity to integrate and syn-
major problems
products, whereresponding
Campbell’stoGodiva these changes
brand had wasenjoyed
that its culture
increasinghadsales
changed for awith its success.
couple of decades.
First Pass
The
top managersemerged
Campbell’s of its many as adivisions
leader hadin the become used to
low-carb, acting as if they and
health-conscious, had control
luxury-foodof a fiefdom,
market
thesize all the concepts and material learned in the previous sections to the management and organiza-
and, protected by the Japanese tradition of lifetime employment, they worked to promote their own
segments.
division’s
With the interests,
analysis not
of their company’s. complete,
the environment This competition had increased
Conant turned his attention Sony’s to bureaucracy
his organization’s and
tional challenges of one particular small business. This running case feature helps keep continuity across
slowed
resources its and
decision making,His
capabilities. making
internal it analysis
much harder for Sony
of Campbell to take aadvantage
identified number ofof its pipeline
major problems. of

the entire text and allows students to focus on problems faced by small businesses.
new
These product
divisions
included innovations.
demanded
staffing levels
more
At the
and
thatsame
more
weretime,
funds to
its research
too high relative towas
create
with manufacturing its soups because of the use of outdated machinery.
becoming enormously
its competitors
CHAPTER
innovative new 4
and high costs
Managing
products.
expensive,
Planning
associated
and
as
Strategy
Sensing
Also, Conant this wasnoted a that
crucial turninghad
Campbell point
a veryin their company’s
conservative history,
culture Sony’speople
in which Japanese seemedtop
managers
to be afraid turned to a risks—something
to take gaijin, or non-Japanese, that was executive to lead their
a real problem in an company.
industryTheir where choice
customerwas
E N D O F PA R T I I : C O N T I N U I N G C AS E
Sir Howard
tastes Stringer,
are always a Welshman,
changing and new whoproducts
headed must Sony’sbeNorth American
developed operations
constantly. andsame
At the had beentime,
instrumental in cuttingacosts
the analysis identified huge and increasing
positive: Campbell the enjoyed
profits of Sony’s
huge U.S. division.
economies of scaleStringer
becausecannotof the
Carrot
speak
enormous Tops:
Japanese,
quantity Building
but ofluckily a him
for
food products Competitive
many Sony’sAdvantage
that itofmakes, top it
and executives
also had aspeakfirst-rateEnglish.
R&D division capable
Asofthe population
While
developing he was grew, so toofood
in command,
exciting new did the competition.
he faced
products. the problemPretty of soon it was apparent
reducing costs in that Japan,Mac’s Milkmany
where and
Shoppers
JapaneseDrug Mart were
companies haveable to offer
a policy ofcustomers a wider selection
lifetime employment. He made of lower-priced
it clear thatproducts
layoffs wouldthan
Mel’s store. Mel had
be forthcoming, as to
Sonyfindmust
a new way to
reduce itsmanage his smallcosts.
high operating business
He hasif it also
was made
going ittoclear
survive.thatHe the
began brainstorming
politicking going onnew strategies.
between Sony’sHe researched
different producttrends in the
groups foodstop
must industry.
and that There might be
managers musta
159
niche for supplying specialty products, he thought, such as organic
prioritize new products, investing only in those that have the highest chance of success, for Sony and gourmet foods, which were
more profitable to sell. He would no longer be competing against
must reduce its huge R&D budget. Indeed, he wanted to make engineering, not management, the giants like Shoppers. He changed
the name
focus onceof again
his store to Carrot
at Sony Tops andthe
and eliminate stocked it withhierarchy
tall, bloated a wide variety
that has of developed
gourmet Canadian
over time—by, food
products.
for example, He began to offer
downsizing fine foods,
corporate local cheeses,
headquarters. fresh bread,
In Stringer’s ownorganic
words, the fruits and vegetables.
culture or “business
Finding
of Sonyahas reliable
beensource
management,of products from local
not making farmersHowever,
products.” and producers
he hascould be a stumbling
to accomplish block
this in08/19/15
Japan,
jon88782_ch04_126-161 159 02:26 PM
towhich
his success, but he did
has a national have known
culture Janet Khanfor its tocollectivist,
head up produce procurement
long-term orientation andandlogistics.
for its distrust of
His or
gaijin plan worked.
overseas Customers
values. And these lovedsame hisvalues
new operate
upscale inside
supermarket
Sony, soconcept.Stringer Thehad to premium
be hard- xxiii
products
headed and he hadpush chosen
Sony to to make
stock the soldbest
quickly.
use ofRealizing
its resources.that he needed
Stringer to capitalize his
demonstrated on hard-headed
his success
toapproach
protect his growing
in 2009, when business, Mel continually
after Sony’s losses increased,expanded the variety
he replaced his of toppremium
management organic team foodsand
and drinks hethe
streamlined sold. Taking advantage
management hierarchy of the popularity
to speed decision of the name Carrot Tops, he began to offer
making.
his own In store-label
his effort products.
to revamp Today, more than Stringer
the company, 80 percent of the products
confronted difficult,Carrot Tops sellscultural
challenging sport
itsdifferences
own label.while Everybringing
producthis adheres to sustainable
cost-cutting expertise environmental
to bear on Sony’s production practices.
deteriorating situation. Sony
Guided Tour

Developing a Business Plan Appendix walks students through the steps of preparing a business plan
and highlights organizational management issues. The appendix can be used with or without business
First Pass

planning software. Developing a Business Plan exercises are found at the end of each chapter and online
through Connect.
PART II Planning

APPENDIX B

Developing a Business Plan

THE BUSINESS PLAN AS AN EXERCISE IN THE

PROCESSES OF MANAGEMENT1
Writing a business plan may never be a more important exercise than in the context of today’s rapidly
changing environment. Even if you are not an entrepreneur and do not wish to develop a new original idea
and bring it to market, developing a business plan is still a valuable exercise in practising the management
processes. It provides a crucial foundation for managing an organization. In this section of the text, we
will treat developing a business plan as an exercise in the management processes of planning, organizing,
leading, and controlling. By doing the exercises at the end of each chapter, you will have the foundation
Appendix A: History of Management Thought
to put together a plan that will help you develop as a manager. The experience you will gain is valid for
profit and not-for-profit organizations as well as new and existing ventures. Writing a business plan gives
Appendix B: Developing a Business Plan
you practice in thinking about managing activities such as:
Appendix C: Career Development
• Developing an idea to solve a problem
• Tapping into opportunities and countering threats in competitive conditions
Appendix D: Operations•Management and Competitive Advantage (on Connect only)
Organizing resources to achieve goals
• Targeting potential customers with promotional opportunities
• Designing an effective organizational structure

Market-Leading Technology
• Securing sources of finance
• Controlling for risk

WHAT IS A BUSINESS PLAN?

Learn without Limits A business plan is a recognized management tool used to document the organization’s objectives and to
set out how these objectives will be achieved within a specific timeframe. It is a written document that
describes who you are, what you intend to accomplish, how you will organize resources to attain your
McGraw-Hill Connect® is an award-winning digital teaching and learning platform that gives students
goals, and how you will overcome the risks involved to provide the anticipated returns. In general, a busi-
ness plan comprises several elements, each giving the reader a piece of the overall picture of the project
the means to better connect with their coursework, with their instructors, and with the important con-
you are undertaking, and provides convincing reasons why you will be successful in this undertaking.
cepts that they will need to know for success now and in the future. With Connect, instructors can take
Managers and entrepreneurs use a business plan to seek support and financing to expand an existing
business or to finance a new venture.
advantage of McGraw-Hill’s trusted content to seamlessly deliver assignments, quizzes and tests online.
McGraw-Hill Connect is the learning platform that continually adapts to each student, delivering pre-
cisely what they need, 162
when they need it, so class time is more engaging and effective. Connect makes
teaching and learning personal, easy, and proven.

jon88782_appB_162-174 162 08/19/15 06:52 PM

Connect Key Features:

SmartBook®
As the first and only adaptive reading experience, SmartBook is changing the way students read and
learn. SmartBook creates a personalized reading experience by highlighting the most important con-
cepts a student needs to learn at that moment in time. As a student engages with SmartBook, the reading
experience continuously adapts by highlighting content based on what each student knows and doesn’t
know. This ensures that he or she is focused on the content needed to close specific knowledge gaps,
while it simultaneously promotes long-term learning.

xxiv
Other documents randomly have
different content
The Project Gutenberg eBook of Un cavallo
nella luna: Novelle
This ebook is for the use of anyone anywhere in the United States
and most other parts of the world at no cost and with almost no
restrictions whatsoever. You may copy it, give it away or re-use it
under the terms of the Project Gutenberg License included with this
ebook or online at www.gutenberg.org. If you are not located in the
United States, you will have to check the laws of the country where
you are located before using this eBook.

Title: Un cavallo nella luna: Novelle

Author: Luigi Pirandello

Release date: March 18, 2018 [eBook #56775]

Language: Italian

Credits: Produced by Barbara Magni and the Online Distributed

Proofreading Team at http://www.pgdp.net (This file was
produced from images made available by The Internet
Archive)

*** START OF THE PROJECT GUTENBERG EBOOK UN CAVALLO

NELLA LUNA: NOVELLE ***
UN CAVALLO NELLA LUNA
LUIGI PIRANDELLO

UN CAVALLO
NELLA LUNA
NOVELLE

MILANO
Fratelli Treves, Editori
1918
Quinto migliaio.
 PROPRIETÀ LETTERARIA.
I diritti di riproduzione e di traduzione sono riservati
per tutti i paesi, compresi la Svezia, la Norvegia e
l'Olanda.
Tip. Fratelli Treves.
INDICE
UN CAVALLO NELLA LUNA.
 UN CAVALLO NELLA LUNA.

Di settembre, su quell'altipiano d'aride argille strapiombante franoso

sul mare africano, la campagna, già riarsa dalle rabbie dei lunghi soli
estivi, era triste, tutta irta di stoppie annerite. E tuttavia fu stabilito
che i due sposi vi passassero almeno i primi giorni della luna di
miele.
Era necessario, in considerazione dello stato di lui, dello sposo.
Il pranzo di nozze, preparato in una sala dell'antica villa solitaria in
mezzo a quelle terre assolate, con radi mandorli e qualche ceppo
centenario d'olivo saraceno, non fu davvero una festa per i convitati.
Nessuno di essi riuscì a vincere l'impaccio, ch'era piuttosto
sbigottimento, per l'aspetto e il contegno di quel giovanotto grasso,
appena ventenne, biondo, sanguigno, dal volto di pesca vellutata,
che guardava qua e là coi piccoli occhi neri, lustri, da pazzo, e non
intendeva più nulla, e non mangiava e non beveva e diventava di
punto in punto più rosso, paonazzo, violaceo, e con gli occhi sempre
più piccoli e più lustri.
Si sapeva che, preso d'un amor forsennato, aveva fatto pazzie, fino
al punto di tentare di uccidersi — lui, ricchissimo, unico erede
dell'antico casato dei Berardi — per colei che ora gli sedeva accanto,
sposa. Era la figlia unica del colonnello del reggimento venuto da un
anno in Sicilia. Il signor colonnello, mal prevenuto contro gli abitanti
dell'isola, non avrebbe voluto accondiscendere a quelle nozze, per
non lasciare là, come tra selvaggi, la figliuola.
Lo sbigottimento per l'aspetto e il contegno dello sposo cresceva nei
convitati, quanto più essi avvertivano il contrasto con l'aria della
giovanissima sposa. Era una vera bambina ancora, vispa, fresca,
aliena; e pareva si scrollasse sempre d'addosso ogni pensiero
fastidioso con certi scatti d'una vivacità piena di grazia, ingenua e
furba nello stesso tempo. Furba però, come d'una birichina ancora
ignara di tutto. Orfana, cresciuta fin dall'infanzia senza mamma,
appariva infatti chiaramente che andava a nozze affatto impreparata.
Tutti, a un certo punto, finito il pranzo, risero e si sentirono gelare a
un'esclamazione di lei, rivolta allo sposo:
— Oh Dio, Nino, ma perchè fai codesti occhi piccoli piccoli?
Lasciami.... no, scotti! Perchè ti scottano così le mani? Senti, senti,
papà, come gli scottano le mani.... Che abbia la febbre?
Tra le spine, il colonnello affrettò la partenza dei convitati dalla
campagna. Ma sì! per togliere quello spettacolo che gli pareva quasi
indecente. Presero tutti posto in sei vetture. Quella dove il colonnello
sedette accanto alla madre dello sposo, anch'essa vedova, andando
a passo per il viale, rimase un po' indietro, perchè i due sposi, lei di
qua, lui di là, con una mano nella mano del padre e della madre,
vollero seguirla per un tratto a piedi, fino all'imboccatura dello
stradone che conduceva alla città lontana. Qua il colonnello si chinò
a baciar sul capo la figliuola; tossì, borbottò:
— Addio, Nino.
— Addio, Ida, — rise di là la madre dello sposo; e la carrozza s'avviò
di buon trotto per raggiungere le altre coi convitati.
I due sposi rimasero per un pezzo a seguirla con gli occhi. La seguì
la sola Ida veramente, perchè Nino non vide nulla, non sentì nulla,
con gli occhi fissi alla sposa rimasta lì, sola con lui finalmente, tutta,
tutta sua.... Ma che? Piangeva?
— Il babbo.... — disse Ida, agitando con la mano il fazzoletto in
saluto. — Là, vedi?... anche lui....
— Ma tu no, Ida.... Ida mia.... — balbettò, singhiozzò quasi, Nino,
facendo per abbracciarla, tutto tremante.
Ida lo scostò.
— No, lasciami.... ti prego....
— Voglio asciugarti gli occhi io....
— Grazie, no, caro: me li asciugo da me....
Nino rimase lì, goffo, a guardarla, con un viso pietoso, la bocca
semiaperta. Ida finì d'asciugarsi gli occhi; poi:
— Ma che hai? — gli domandò. — Tu tremi tutto.... Dio, no, Nino:
non mi star davanti così.... mi fai ridere.... Non la finisco più, bada,
se mi metto a ridere!... Aspetta, ti sveglio....
Gli posò lievemente le mani su le tempie e gli soffiò sugli occhi. Al
tocco di quelle dita, all'alito di quelle labbra, egli si sentì vacillare, fu
per cadere in ginocchio; ma ella lo sostenne, scoppiando in una
risata fragorosa:
— Su lo stradone? Sei matto? Andiamo, andiamo.... Là, guarda.... a
quella collinetta là.... Si vedranno ancora le carrozze! Andiamo a
vedere!
E lo trascinò via per un braccio, impetuosamente.
Da tutta la campagna intorno, ove tante erbe e tante cose sparse da
tempo erano seccate, vaporava nella calura quasi un alido antico,
denso, che si mescolava coi tepori grassi del fimo che fermentava in
piccoli mucchi sui maggesi, e con le fragranze acute dei mentastri
ancor vivi e delle salvie. Quell'alito denso, quei grassi tepori, queste
fragranze pungenti, li avvertiva lui solo. Ella, dietro le spesse siepi di
fichidindia, tra gli irti ciuffi giallicci delle stoppie bruciate, sentiva,
invece, correndo, come strillavano gaje al sole le calandre, e come,
nell'afa dei piani, nel silenzio attonito, sonava da lontane aje,
auguroso, il canto di qualche gallo; si sentiva investire, ogni tanto,
dal fresco respiro refrigerante, che veniva dal mare prossimo a
commuover le foglie stanche, già diradate e ingiallite, dei mandorli, e
quelle fitte, aguzze e cinerulee degli olivi.
Raggiunsero presto la collinetta; ma egli non si reggeva più, quasi
cascava a pezzi, dalla corsa; volle sedere; tentò di far sedere anche
lei, lì accanto, tirandola per la vita. Ma Ida si schermì:
— Lasciami guardare, prima....
Cominciava a essere inquieta, entro di sè. Non voleva mostrarlo.
Irritata da certe curiose, strane ostinazioni di lui, non sapeva, non
voleva star ferma; voleva fuggire ancora, allontanarsi ancora;
scuoterlo, distrarlo e distrarsi anche lei, finchè durava il giorno.
Di là dalla collina si stendeva una pianura sterminata, un mare di
stoppie, nel quale serpeggiavano qua e là le nere vestigia della
debbiatura, e qua e là anche rompeva l'irto giallore qualche cespo di
cappero o di liquirizia. Laggiù laggiù, quasi all'altra riva lontana di
quel vasto mare giallo, si scorgevano i tetti d'un casale tra alte
pioppe nere.
Ebbene, Ida propose al marito d'arrivare fin là, fino a quel casale.
Quanto ci avrebbero messo? Un'ora, poco più.... Erano appena le
cinque. Là, nella villa, i servi dovevano ancora sparecchiare. Prima di
sera sarebbero stati di ritorno.
Cercò d'opporsi Nino, ma ella lo tirò su per le mani, lo fece sorgere
in piedi, e poi via di corsa per il breve pendio di quella collinetta e
quindi per quel mare di stoppie, agile e svelta come una cerbiatta.
Egli, non facendo a tempo a seguirla, sempre più rosso e come
intronato, sudato, ansava, correndo, la chiamava, voleva una
mano....
— Almeno la mano! almeno la mano! — andava gridando.
A un tratto ella s'arrestò, dando un grido. Le si era levato davanti
uno stormo di corvi, gracchiando. Più là, steso per terra, era un
cavallo morto. Morto? No, no, non era morto: aveva gli occhi
aperti.... Dio, che occhi! che occhi! Uno scheletro era.... E quelle
costole.... quei fianchi....
Nino sopravvenne, stronfiando, arrangolato:
— Andiamo.... subito, via!... Che ci guardi? Ritorniamo, ritorniamo
indietro!
— È vivo, guarda! — gridò Ida, profondamente impietosita. — Leva
la testa.... Dio, che occhi!... guarda, Nino....
— Ma sì, — fece lui, ancora ansimante. — Son venuti a buttarlo
qua.... Lascia; andiamocene.... Che gusto? Non senti che già l'aria
qua....
— E quei corvi? — esclamò ella, con un brivido d'orrore. — Quei
corvi là se lo mangiano vivo?
— Ma, Ida, per carità.... — pregò lui a mani giunte.
— Nino, basta! — gli gridò allora lei, al colmo della stizza nel vederlo
così supplice e melenso. — Rispondi: se lo mangiano vivo?
— Che vuoi che sappia io, come se lo mangiano? Aspetteranno....
— Che muoja qui, di fame, di sete? — riprese ella, col volto tutto
strizzato dalla compassione e dal ribrezzo. — Perchè è vecchio?
perchè non serve più? Ah, povera bestia! che orrore! che infamia!
Ma che cuore hanno codesti villani? che cuore avete voi qua?
— Scusami, — diss'egli, alterandosi, — tu senti tanta pietà per una
bestia....
— Non dovrei sentirne?
— Ma non ne senti per me!
— E che sei bestia tu? che stai morendo forse di fame e di sete, tu,
buttato in mezzo alle stoppie? Senti.... oh guarda i corvi, Nino, su....
guarda.... fanno la ruota.... Oh che cosa orribile, infame,
mostruosa.... Guarda.... oh, povera bestia.... prova a rizzarsi! Nino, si
muove.... forse può ancora camminare.... Nino, su, ajutiamola....
smuoviti!
— Ma che vuoi che gli faccia io? — proruppe egli, esasperato. — Me
lo posso trascinare appresso? caricarmelo su le spalle? Ci mancava il
cavallo, ci mancava.... Come vuoi che cammini? Non vedi che è
mezzo morto?
— E se gli facessimo portare da mangiare?
— E da bere, anche!
— Oh, come sei cattivo, Nino! — disse Ida con le lagrime agli occhi.
E si chinò, vincendo il ribrezzo, a carezzare con la mano, appena
appena, la testa del cavallo che s'era tirato su a stento da terra,
ginocchioni su le due zampe davanti, mostrando pur nell'avvilimento
di quella sua miseria infinita un ultimo resto, nel collo e nell'aria del
capo, della sua nobile bellezza.
Nino, fosse per il sangue rimescolato, fosse per il dispetto acerrimo,
o fosse per la corsa e per il sudore, si sentì all'improvviso abbrezzare
e si mise a battere i denti, con un tremore strano di tutto il corpo; si
tirò su istintivamente il bavero della giacca e, con le mani in tasca,
cupo, raffagottato, disperato, andò a sedere discosto, su una pietra.
Il sole era già tramontato. Si udivano da lontano i sonaglioli di
qualche carro che passava laggiù per lo stradone.
Perchè batteva i denti così? Eppure la fronte gli scottava e il sangue
gli frizzava per le vene e le orecchie gli rombavano. Gli pareva che
sonassero tante campane lontane.... Tutta quell'ansia, quello
spasimo d'attesa, la freddezza capricciosa di lei, quell'ultima corsa, e
quel cavallo ora, quel maledetto cavallo.... oh Dio, era un sogno? un
incubo nel sogno? era la febbre?... Forse un malanno peggiore.... Sì!
Che bujo, Dio.... che bujo!... O gli s'era anche intorbidata la vista? E
non poteva parlare, non poteva gridare.... La chiamava: “Ida! Ida!„,
ma la voce non gli usciva più dalla gola arsa.
Dov'era Ida? Che faceva?
Era scappata Ida al lontano casale a chiedere ajuto per quel cavallo,
senza pensare che proprio i contadini di là avevano trascinato qua la
bestia moribonda.
Egli rimase lì, solo, a sedere su la pietra, tutto in preda a quel
tremore crescente; e, curvo, tenendosi tutto ristretto in sè, come un
grosso gufo appollajato, intravide a un tratto una cosa che gli
parve.... ma sì, giusta, ora, per quanto atroce.... per quanto come
una visione d'altro mondo.... ma che pure non poteva essere che
così, e che così forse si sarebbe sempre fissata per lui, davanti ai
suoi occhi: la luna, ma come un'altra luna d'un altro mondo, una
gran luna che sorgeva lenta da quel mare giallo di stoppie; e, nera,
in quell'enorme disco di rame vaporoso, la testa inteschiata di quel
cavallo che attendeva ancora col collo proteso; che avrebbe atteso
sempre, forse, così nero stagliato su quel disco di rame, mentre i
corvi, facendo la ruota, gracchiavano alti nel cielo.
Quando Ida, disillusa, sdegnata, sperduta per la pianura, gridando:
“Nino! Nino!„ ritornò, la luna s'era già alzata; il cavallo s'era
riabbattuto, come morto; e Nino.... — dov'era Nino? Oh, eccolo là,
per terra anche lui.... Si era addormentato là? — Corse a lui, e lo
trovò che rantolava, con la faccia anche lui a terra, quasi nera, gli
occhi gonfi, serrati, congestionato.
— Oh Dio!
E si guardò attorno, quasi svanita; aprì le mani, ove teneva alcune
fave secche portate da quel casale per darle a mangiare al cavallo....
guardò la luna, poi il cavallo, poi qua per terra quest'uomo come
morto anche lui.... si sentì mancare, assalita improvvisamente dal
dubbio che tutto quello che vedeva non fosse vero, e fuggì atterrita
verso la villa, chiamando a gran voce il padre, il padre che se la
portasse via, oh Dio! via da quell'uomo che rantolava.... chi sa
perchè! via da quel cavallo, via da sotto quella luna pazza, via da
sotto quei corvi che gracchiavano nel cielo.... via, via, via....
 IL CAPRETTO NERO.

Senza dubbio il signor Charles Trockley ha ragione. Sono anzi

disposto ad ammettere che il signor Charles Trockley non può aver
torto mai, perchè veramente la ragione e il signor Trockley sono una
cosa sola. Ogni mossa, ogni sguardo, ogni parola del signor Charles
Trockley sono così rigidi e precisi, così ponderati e sicuri, che
chiunque, senz'altro, deve riconoscere che non è possibile il signor
Charles Trockley, in qual si voglia caso, stia dalla parte del torto. Non
è possibile, prima di tutto, per la posizione ch'egli prende subito, e
da cui sarebbe vano tentare di rimuoverlo, di fronte a ogni questione
che gli sia proposta, o avventura che gli occorra.
Io e lui, per recare un esempio, siamo nati lo stesso anno, lo stesso
mese e quasi lo stesso giorno; lui, in Inghilterra; io, in Sicilia. Oggi,
quindici di giugno, egli compie quarantotto anni; quarantotto ne
compirò io il giorno ventotto. Bene: quant'anni avremo, lui il quindici,
e io il ventotto giugno dell'anno venturo? Il signor Trockley non si
perde; non èsita un minuto; con sicura fermezza sostiene che il
quindici e il ventotto giugno dell'anno venturo lui e io avremo un
anno di più, vale a dire quarantanove.
È possibile dar torto al signor Charles Trockley?
Il tempo non passa ugualmente per tutti. Io potrei avere da un sol
giorno, da un'ora sola più danno, che non lui da dieci anni passati
nella rigorosa disciplina del suo benessere; potrei vivere, per il
deplorevole disordine del mio spirito, durante quest'anno, più d'una
intera vita. Il mio corpo, più debole e assai men curato del suo, si è
poi, in questi quarantotto anni, logorato quanto certamente non si
logorerà in settanta quello del signor Trockley. Tanto vero ch'egli, pur
coi capelli tutti bianchi d'argento, non ha ancora nel volto di
gambero cotto la minima ruga, e può ancora tirar di scherma ogni
mattina con giovanile agilità.
Ebbene, che importa? Tutte queste considerazioni, ideali e di fatto,
sono per il signor Charles Trockley oziose e lontanissime dalla
ragione. La ragione dice al signor Charles Trockley che io e lui, a
conti fatti, il quindici e il ventotto di giugno dell'anno venturo avremo
un anno di più, vale a dire quarantanove.
Premesso questo, udite che cosa è accaduto di recente al signor
Charles Trockley e provatevi, se vi riesce, a dargli torto.

❦
Lo scorso aprile, seguendo il solito itinerario tracciato dal Baedeker
per un viaggio in Italia, Miss Ethel Holloway, giovanissima e
vivacissima figlia di Sir W. H. Holloway, ricchissimo e autorevolissimo
Pari d'Inghilterra, capitò in Sicilia, a Girgenti, per visitarvi i
meravigliosi avanzi dell'antica città dorica. Allettata dall'incantevole
piaggia tutta in quel mese fiorita del bianco fiore dei mandorli al
caldo soffio del mare africano, pensò di fermarsi più d'un giorno nel
grande Hôtel des Temples che sorge fuori dell'erta e misera
cittaduzza d'oggi, nell'aperta campagna, in luogo amenissimo.
Da ventidue anni il signor Charles Trockley è vice-console
d'Inghilterra a Girgenti, e da ventidue anni, ogni giorno, sul
tramonto, si reca a piedi, col suo passo elastico e misurato, dalla
città alta sul colle alle rovine dei Tempii akragantini, aerei e maestosi
su l'aspro ciglione che arresta il declivio della collina accanto, la
collina akrea, su cui sorse un tempo, fastosa di marmi, l'antica città
da Pindaro esaltata come bellissima tra le città mortali.
Dicevano gli antichi che gli Akragantini mangiavano ogni giorno
come se dovessero morire il giorno appresso, e le lor case
costruivano come se non dovessero morir mai. Poco ora mangiano,
perchè grande è la miseria nella città e nelle campagne, e delle case
della città antica, dopo tante guerre e sette incendii e i saccheggi,
non resta più traccia. Sorge al posto di esse un bosco di mandorli e
d'olivi saraceni, detto perciò il Bosco della Civita. E i chiomati olivi
s'avanzano in teoria fin sotto alle colonne dei Tempii maestosi e par
che preghino pace per quei clivi abbandonati. Sotto il ciglione scorre,
quando può, il fiume Akragas che Pindaro glorificò come ricco di
greggi. Qualche greggiola di capre attraversa tuttavia il letto sassoso
del fiume: s'inerpica sul ciglione roccioso e viene a stendersi e a
rugumare il magro pascolo all'ombra solenne dell'antico tempio della
Concordia, integro ancora. Il caprajo, bestiale e sonnolento come un
arabo, si sdraja anche lui sui gradini del pronao dirupati e trae
qualche suono lamentoso dal suo zufolo di canna.
Al signor Charles Trockley questa intrusione delle capre nel tempio è
sembrata sempre un'orribile profanazione; e innumerevoli volte ne
ha fatto formale denunzia ai custodi dei monumenti, senza ottener
mai altra risposta che un sorriso di filosofica indulgenza e un'alzata
di spalle. Con veri fremiti d'indignazione il signor Charles Trockley di
questi sorrisi e di queste alzate di spalle s'è lagnato con me che
qualche volta lo accompagno in quella sua quotidiana passeggiata.
Avviene spesso che, o nel tempio della Concordia, o in quello più su
di Hera Lacinia, pèttine sdentato, o nell'altro detto volgarmente dei
Giganti, di cui una sola colonna smozzicata resta in piedi come una
sentinella ferita a guardia dei compagni caduti, avviene spesso,
dicevo, che il signor Trockley s'imbatta in comitive di suoi
compatriotti, venute dall'Hôtel des Temples a visitare le rovine. A
tutti egli fa notare, con quell'indignazione che il tempo e l'abitudine
non hanno ancora per nulla placato o affievolito, la profanazione di
quelle capre sdrajate e rugumanti all'ombra delle colonne. Ma non
tutti gl'inglesi visitatori, per dir la verità, condividono l'indignazione
del signor Trockley. A molti anzi sembra non privo d'una certa poesia
il riposo di quelle capre nei Tempii, rimasti come sono ormai solitarii
in mezzo al grande e smemorato abbandono della campagna. Più
d'uno, con molto scandalo del signor Trockley, di quella vista si
mostra anche lietissimo e ammirato. E più di tutti lieta e ammirata se
ne mostrò, lo scorso aprile, la giovanissima e vivacissima Miss Ethel
Holloway, la quale arrivò finanche a commettere l'indelicatezza di
voltar le spalle improvvisamente all'indignato vice-console che
l'accompagnava e che proprio in quel punto stava a darle alcune
preziose notizie archeologiche, di cui nè il Baedeker nè altra guida
hanno ancor fatto tesoro, per correre, Dio mio, dietro a un grazioso
capretto nero, nato da pochi giorni, il quale springava qua e là tra le
capre sdrajate, come se per aria attorno gli danzassero tanti
moscerini di luce, e poi di quei suoi salti arditi e scomposti pareva
restasse lui stesso sbigottito, chè ancora ogni lieve rumore, ogni alito
d'aria, ogni piccola ombra, nello spettacolo per lui tuttora incerto
della vita, lo facevano rabbrividire e fremer tutto di timidezza.
Quel giorno, io ero col signor Trockley, e se molto mi compiacqui
della gioja di quella piccola Miss, così di subito innamorata del
capretto nero, da volerlo a ogni costo comperare; molto anche mi
dolsi di quanto toccò a soffrire al povero signor Charles Trockley.
— Comperare il capretto?
— Sì, sì! comperare subito! subito!
E fremeva tutta anche lei, la piccola Miss, come quella cara bestiolina
nera, forse non supponendo neppur lontanamente che non avrebbe
potuto fare un dispetto maggiore al signor Trockley, che quelle bestie
odia da tanto tempo cordialmente.
Invano il signor Trockley si provò a sconsigliarla, a farle considerare
tutti gl'impicci che le sarebbero venuti da quella compera: dovette
cedere alla fine e, per rispetto al padre di lei, accostarsi al selvaggio
caprajo per trattar l'acquisto del capretto nero.
Miss Ethel Holloway, sborsato il denaro della compera, disse al signor
Trockley che avrebbe affidato il suo capretto al direttore dell'Hôtel
des Temples; che poi, appena ritornata a Londra, avrebbe
telegrafato perchè la cara bestiolina, pagate tutte le spese, le fosse
al più presto recapitata; e se ne tornò in carrozza all'albergo, col
capretto belante e guizzante tra le braccia.
Vidi, incontro al sole che tramontava fra un mirabile frastaglio di
nuvole fantastiche, tutte accese sul mare che ne splendeva sotto
come uno smisurato specchio d'oro, vidi nella carrozza nera quella
bionda giovinetta gracile e fervida allontanarsi infusa nel nembo di
luce sfolgorante, e quasi mi parve un sogno. Poi compresi che,
avendo potuto, pur tanto lontana dalla sua patria, dagli aspetti e
dagli affetti consueti della sua vita, concepir subito un affetto così
vivo, un così vivo desiderio per un piccolo capretto nero e senz'altro
porlo in atto, senza misurare nè la distanza nè le difficoltà, ella non
doveva avere neppure un briciolo di quella solida ragione, che con
tanta gravità governa gli atti, i pensieri, i passi e le parole del signor
Charles Trockley.
E che cosa aveva allora al posto della ragione la piccola Miss Ethel
Holloway?
Nient'altro che la stupidaggine, sostiene il signor Charles Trockley
con un furore a stento contenuto, che quasi quasi fa pena, in un
uomo come lui, sempre così compassato.
La ragione del furore è nei fatti che son seguiti alla compera del
capretto nero.

❦
Miss Ethel Holloway partì il giorno dopo da Girgenti. Dalla Sicilia
doveva passare in Grecia; dalla Grecia in Egitto; dall'Egitto nelle
Indie.
È miracolo che, arrivata sana e salva a Londra su la fine di
novembre, si sia ricordata ancora, dopo circa otto mesi e dopo tante
avventure che certamente le saranno occorse in un così lungo
viaggio, del capretto nero comperato un giorno lontano tra le rovine
dei Tempii akragantini in Sicilia.
Appena arrivata, secondo il convenuto, scrisse per riaverlo al signor
Charles Trockley.
L'Hôtel des Temples si chiude ogni anno alla metà di giugno per
riaprirsi ai primi di novembre. Il direttore, a cui Miss Ethel Holloway
aveva affidato il capretto, alla metà di giugno, partendo, lo aveva a
sua volta affidato al custode dell'albergo, ma senz'alcuna
raccomandazione, mostrandosi anzi seccato più d'un po' del fastidio
che gli aveva dato e seguitava a dargli quella bestiola. Il custode
aspettò di giorno in giorno che il vice-console signor Trockley, per
come il direttore gli aveva detto, venisse a prendersi il capretto per
spedirlo in Inghilterra; poi, non vedendo comparir nessuno, pensò
bene, per liberarsene, di darlo in consegna a quello stesso caprajo
che lo aveva venduto alla Miss, promettendoglielo in dono se questa,
come pareva, non si fosse più curata di riaverlo, o un compenso per
la custodia e la pastura, nel caso che il vice-console fosse venuto a
richiederlo.
Quando, dopo circa otto mesi, arrivò da Londra la lettera di Miss
Ethel Holloway, tanto il direttore dell'Hôtel des Temples, quanto il
custode, quanto il caprajo si trovarono in un mare di confusione: il
primo per aver affidato il capretto al custode; il custode per averlo
affidato al caprajo, e questi per averlo a sua volta dato in consegna
a un altro caprajo con le stesse promesse fatte a lui dal custode. Di
questo secondo caprajo non s'avevano più notizie. Le ricerche
durarono più d'un mese. Alla fine, un bel giorno, il signor Charles
Trockley si vide presentare nella sede del vice-consolato in Girgenti
un orribile bestione cornuto, fetido, dal vello stinto rossigno
strappato e tutto incrostato di sterco e di mota, il quale, con rochi,
profondi e tremuli belati, a testa bassa, minacciosamente, pareva
domandasse che cosa si volesse da lui, ridotto per necessità di cose
in quello stato, in un luogo così strano dalle sue consuetudini.
Ebbene, il signor Charles Trockley, secondo il solito suo, non si
sgomentò minimamente a una tal vista; non tentennò un momento:
fece il conto del tempo trascorso, dai primi d'aprile agli ultimi di
dicembre, e concluse che, ragionevolmente, il grazioso capretto nero
d'allora poteva esser benissimo quest'immondo bestione d'adesso. E
senza neppure un'ombra d'esitazione rispose alla Miss, che subito
gliel'avrebbe mandato da Porto Empedocle col primo vapore
mercantile inglese di ritorno in Inghilterra. Appese al collo di
quell'orribile bestia un cartellino con l'indirizzo di Miss Ethel Holloway
e ordinò che fosse trasportata alla marina. Qui, lui stesso, mettendo
a grave repentaglio la sua dignità, si tirò dietro con una fune la
bestia restìa per la banchina del molo, seguito da una frotta di
monellacci; la imbarcò sul vapore in partenza, e se ne ritornò a
Girgenti, sicurissimo d'aver adempiuto scrupolosamente all'impegno,
che non tanto per la deplorevole leggerezza di Miss Ethel Holloway,
quanto per il rispetto dovuto al padre di lei, si era assunto.

❦
Ieri, il signor Charles Trockley è venuto a trovarmi in casa in tali
condizioni d'animo e di corpo, che subito, costernatissimo, io mi son
lanciato a sorreggerlo, a farlo sedere, a fargli recare un bicchier
d'acqua.
— Per amor di Dio, signor Trockley, che vi è accaduto?
Non potendo ancora parlare, il signor Trockley ha tratto di tasca una
lettera e me l'ha porta.
Era di Sir H. W. Holloway, Pari d'Inghilterra, e conteneva una filza di
gagliarde insolenze al signor Trockley per l'affronto che questi aveva
osato fare alla figliuola Miss Ethel, mandandole quella spaventosa
bestia inguardabile.
Questo, in ringraziamento di tutti i disturbi, che il povero signor
Trockley s'è presi.
Ma che si aspettava dunque quella stupidissima Miss Ethel Holloway?
Si aspettava forse che, a circa undici mesi dalla compera, le arrivasse
a Londra quello stesso capretto nero che springava piccolo e lucido,
tutto fremente di timidezza, tra le colonne dell'antico Tempio greco
in Sicilia? Possibile? Il signor Charles Trockley non se ne può dar
pace.
Nel vedermelo davanti in quello stato, io ho preso a confortarlo del
mio meglio, riconoscendo con lui che veramente quella Miss Ethel
Holloway dev'essere una creatura, non solo capricciosissima, ma del
tutto irragionevole.
— Stupida! stupida! stupida!
— Diciamo meglio irragionevole, caro signor Trockley, amico mio. Ma
vedete, — (mi son permesso d'aggiungere timidamente) — ella,
andata via lo scorso aprile con negli occhi e nell'anima l'immagine
graziosa di quel capretto nero, non poteva, siamo giusti, far buon
viso (così irragionevole com'è evidentemente) alla ragione che voi,
signor Trockley, le avete posta innanzi all'improvviso con quel
caprone mostruoso che le avete mandato.
— Ma dunque? — mi ha domandato, rizzandosi e guardandomi con
occhio nemico, il signor Trockley. — Che avrei dovuto fare, dunque,
secondo voi?
— Non vorrei, signor Trockley, — mi sono affrettato a rispondergli
imbarazzato, — non vorrei sembrarvi anch'io irragionevole come la
piccola Miss del vostro paese lontano. Ma al posto vostro, signor
Trockley, sapete che avrei fatto io? O avrei risposto a Miss Ethel
Holloway che il grazioso capretto nero era morto per il desiderio de'
suoi baci e delle sue carezze; o avrei comperato un altro capretto
nero, piccolo piccolo e lucido, simile in tutto a quello da lei
comperato lo scorso aprile e gliel'avrei mandato, sicurissimo che Miss
Ethel Holloway non avrebbe affatto pensato che il suo capretto non
poteva per undici mesi essersi conservato così tal quale. Séguito con
ciò, come vedete, a riconoscere che Miss Ethel Holloway è del tutto
irragionevole e che la ragione sta intera e tutta dalla parte vostra,
come sempre, caro signor Trockley, amico mio.
 I PENSIONATI DELLA MEMORIA.

Ah che bella fortuna, che bella fortuna, la vostra: accompagnare i

morti al camposanto e ritornarvene a casa, signori miei, magari con
una gran tristezza nell'anima e un gran vuoto nel cuore, se il morto
vi era caro; e se no, con la soddisfazione d'aver compiuto un dovere
increscioso e desiderosi di dissipare, rientrando nelle cure e nel
tramenìo della vita, la costernazione e l'ambascia che il pensiero e lo
spettacolo della morte incutono sempre. Tutti, a ogni modo, con un
senso di sollievo, perchè, anche per i parenti più intimi, il morto —
diciamo la verità — con quella greve gelida immobile durezza
impassibilmente opposta a tutte le cure che ce ne diamo, a tutto il
pianto che gli facciamo attorno, è un orribile ingombro, di cui lo
stesso cordoglio — per quanto accenni e tenti di volersene ancora
disperatamente gravare — anela in fondo in fondo di liberarsi.
E ve ne liberate, voi, — almeno di quest'orribile ingombro materiale
— andando a lasciare i vostri morti al camposanto. Sarà una pena,
sarà un fastidio; ma poi vedete sciogliersi il mortorio; calare il feretro
nella fossa; là, e addio. Finito.
Vi sembra poca fortuna?

A me, tutti i morti che accompagno al camposanto, mi ritornano

indietro.
Indietro, indietro. Fanno finta d'esser morti, dentro la cassa. O forse
veramente sono morti per sè. Ma non per me, vi prego di credere!
Quando tutto per voi è finito, per me non è finito niente. Se ne
rivengono meco, tutti, a casa mia. Ho la casa piena. Voi credete di
morti? Ma che morti! Sono tutti vivi. Vivi, come me, come voi, più di
prima.
Soltanto — questo sì — sono disillusi.
Perchè — riflettete bene: che cosa può esser morto di loro? Quella
realtà ch'essi diedero, e non sempre uguale, a sè medesimi, alla vita.
Oh, una realtà molto relativa, vi prego di credere. Non era la vostra;
non era la mia. Io e voi, infatti, vediamo, sentiamo e pensiamo,
ciascuno a modo nostro noi stessi e la vita. Il che vuol dire, che a noi
stessi e alla vita diamo ciascuno a modo nostro una realtà: la
projettiamo fuori e crediamo che, così com'è nostra, debba essere
anche di tutti; e allegramente ci viviamo in mezzo e ci camminiamo
sicuri, il bastone in mano, il sigaro in bocca.
Ah, signori miei, non ve ne fidate troppo! Basta un soffio, signori
miei, a portarsela via, codesta vostra realtà! Ma non vedete che vi
cangia dentro di continuo? Cangia, appena cominciate a vedere, a
sentire, a pensare un tantino diversamente di poc'anzi; sicchè ciò
che poc'anzi era per voi la realtà, v'accorgete adesso ch'era invece
un'illusione. Ma pure, ahimè, c'è forse altra realtà fuori di questa
illusione? E che cos'altro è dunque la morte se non la disillusione
totale?
Ma ecco: se sono tanti poveri disillusi i morti, per l'illusione che si
fecero di sè medesimi e della vita; per quella che me ne faccio io
ancora, possono aver la consolazione di viver sempre, finchè vivo io.
E se n'approfittano! V'assicuro che se n'approfittano.

Guardate. Ho conosciuto, più di vent'anni fa, in terra (Dio ne

scampi!) di tedeschi — a Bonn sul Reno — un certo signor Herbst.
Herbst vuol dire autunno; ma il signor Herbst era anche d'inverno, di
primavera e d'estate, cappellajo, e aveva bottega in un angolo della
Piazza del Mercato, presso la Beethoven-Halle.
Vedo quel canto della piazza, come se vi fossi ancora, di sera; ne
respiro gli odori misti esalanti dalle botteghe illuminate, odori grassi;