The Second Canadian Edition has been reorganized to better facilitate modal understanding of management:

• Section 1 ("Why Do We Need Managers?"--Chapters 1-3) puts management into context, identifying systems, how management has evolved, and how management of change is becoming critical.
• Section 2 ("Managers Are People"--Chapters 4-6) presents the human dimension early in the text because it is a constraint that should be on top of mind throughout the study of management.
• Section 3 ("Managing for the Future"--Chapters 7-9) introduces the primary tasks a manager does to carry the organization into the future--linking to strategic planning, decision-making, and leadership.
• Section 4 ("The Scope of Management"--Chapters 10-13), Chapters 10 and 11 present issues dealing with looking outside the organization, while Chapters 12 and 13 look inside--both perspectives form an optimal structure to address an optimal market.
• Section 5 ("Managing People, Our Most Valuable Asset"--Chapters 14-16) is about transforming good management processes into good management practices, focusing on the solutions and tactics to maximize the assets of people.

The Second Canadian Edition ties together the coverage of The Manager as a Person and Ethics: The Unique Manager as a Person chapter is now covered earlier and combined with ethics in an all-new Chapter 4, entitled "Attitudes, Values, and Culture: The Manager as a Person." This chapter shows students that managers are real people like themselves, with their own personalities, strengths, weaknesses, opportunities, and problems. Early coverage of the manager as a person will help engage students by linking the subject with their own experiences, and the emphasis on ethics underscores the importance of this topic, setting the stage for the Ethics in Action inserts in later chapters. This chapter especially appeals to those instructors wishing to cover more organizational behaviour topics in their course.

The expanded coverage on the pace of change due to Information Technology IT and managing in the new Internet economy is found in opening cases, chapter inserts and examples, and coverage of communication/IT/Internet and e-business throughout the book, reflecting the relevance and importance of this topic to the general management student.

Expanded coverage of organizational culture, both in terms of the external environment (e.g., a section on the way the external environment influences culture in Chapter 10, Managing the Organizational Environment) and in the internal environment (e.g., a major section on culture in Chapter 13, Organizational Control), is evidence of the strong OB influence permeating the Second Canadian Edition.

"A Manager's Challenge" is a real life case that opens each chapter and illustrates how individuals or companies approach problems. These chapter-opening cases are designed to pique reader interest and to foreshadow the theory and application for the upcoming chapter.

"You're the Management Consultant" exercises appear at the end of every chapter. These exercises present a realistic scenario in which a manager/organization faces some kind of challenge, problem, or opportunity and the student plays the role of a management consultant offering advice and recommending a course of action based on the chapter content. Because managers and organizations frequently need this kind of help either internally (from other members of the organization) or externally (from consultants), these exercises provide students a hands-on way to take an action-oriented approach to solving "real" problems by applying what they've just learned in the chapter. These exercises also address the fact that, while people often complain about the status quo, the key benefit of learning about management is that it gives you the tools to address problems and improve things for the better.

Integration of Key Themes is one of the principle strengths of this text. The authors seamlessly integrate stories and examples about key issues. These integrated "boxes" highlight key issues under the headings Focus on Diversity, Ethics in Action, Management Insight, and Managing Globally.

In addition to the new end-of-chapter features ("You’re the Management Consultant" and the new and improved "Management Case in the News"), the creative and flexible end-of-chapter material that instructors and student alike enjoyed in previous editions has been retained. They are designed to be used in either large or small classes and each chapter includes:

• Topics for Discussion and Action
• Building Management Skills (more assessment-based in this edition)
• Small Group Breakout: The authors recognize that today working effectively in small groups is a vital skill for future managers. This feature ensures that students learn the importance of collaboration and teamwork in solving business challenges. It can be used in small or large classes.
• Exploring the World Wide Web requires students to actively search the Web to find an answer to the problems. A new feature of this edition includes both a specific Web site problem and a more general "search and discover" problem in every chapter.