When Ed Breen became CEO of Tyco International, he immediately got rid of the entire board of directors. Is this a stereotypic example of a ruthless, power-hungry corporate executive? No, it's not—Ed Breen is an ethical, courageous individual who was hired when Tyco's former CEO left due to mismanagement, financial improprieties, and legal charges. The Tyco case was one of a continuing string of highly-publicized business scandals that rocked the business world, harmed the public image of business, and brought on important regulatory reforms. Ed Breen's actions were those of a good manager doing the right thing, and leading a once-respected but struggling organization back toward greatness.

As things change in the world and in business, some unethical and ineffective management practices will continue—but good people will continue also, managing well and making things better, as they always have. In this book, you will read about many managers, some doing things brilliantly, others making mistakes (with some learning from their mistakes, and some not). The people will include not only company presidents and CEOs like Ed Breen of Tyco and Jeff Immelt of GE—Immelt was in the interesting position of succeeding Jack Welch, Fortune magazine's “Manager of the Century” (as one observer put it, “Who wants to follow Babe Ruth?”). You also will read about students like Jason Olim who started CDnow when he was in college, social entrepreneurs like Stella Ogiale who use their companies to help people who need help, and middle managers like Ken Kutaragi of Sony who create and pursue new visions within big organizations.

Management is about people, but it also is about organizations. You will read about companies ranging from Pixar to Land's End, eBay to Avon , Electronic Arts to Proctor and Gamble, MTV to the National Hockey League, and Google to Nissan. And that's just a small sample from Chapter 1.

Some organizations rise from the ashes, or come from seemingly nowhere, to become the next hot investment. Some organizations are high-flyers one day and come crashing down the next. Some achieve greatness, and have occasional downturns, but continue being great. These performance shifts occur in large part from the ways in which they are managed, and partly from how circumstances change. Business environments, like pendulums, swing from one extreme to another. By the time you read this, some things will have changed again. These changes will contribute to the fall of some currently successful companies and managers and the rise of others who currently struggle or are now just dreaming of new business ideas.

For you, as a businessperson as in life, uncertainty will be a constant state of affairs. That is, no one knows for certain what will happen, or what to do in pursuit of a successful future. Luck and the right circumstances can help companies (and people) succeed in the short run. But in the long run good management is essential.

Fortunately, you have access to current knowledge about how to manage. We have learned a lot from the people and companies that have succeeded and failed. The continuing experiment created by the vast array of management practices that exist in the business world, combined with sound research that helps tease out what works from what doesn't, helps us to learn from mistakes and identify the most important lessons and useful practices that managers can employ. We hope that you will not only learn as much as you can about this vital activity but also commit to applying it—by reading and learning, and by using it in the best possible ways.

This book and the course you are taking will help you face the managerial challenges of a changing world. In doing so, they will help you identify what's important and what's not, make good decisions, and take effective action on behalf of yourself, your colleagues, and the organizations for which you work.

Our Goals

Our mission with this text hasn't changed from that of our previous editions: to inform, instruct, and inspire. We hope to inform by providing descriptions of the important concepts and practices of modern management. We hope to instruct by describing how you can take action on the ideas discussed. We hope to inspire not only by writing in a positive, interesting, and optimistic way but also by providing a real sense of the unlimited opportunities ahead of you. Whether your goal is starting your own company, leading a team to greatness, building a strong organization, delighting your customers, or generally forging a positive future, we want to inspire you to take positive actions.

We hope to inspire you to be both a thinker and a doer. We want you to think about the issues, think about the impact of your actions, think before you act. But being a good thinker is not enough; you also must be a doer. Management is a world of action. It is a world that requires timely and appropriate action. It is a world not for the passive but for those who commit to positive accomplishments.

Keep applying the ideas you learn in this course, read about management in sources outside of this course, and certainly keep learning about management after you leave school and continue your career. Make no mistake about it, learning about management is a personal voyage that will last years, an entire career, and your entire lifetime.

Competitive Advantage

Today's world is competitive. Never before has the world of work been so challenging. Never before has it been so imperative to your career that you learn the skills of management. Never before have people had so many opportunities with so many potential rewards.

You will compete with other people for jobs, resources, and promotions. Your organization will compete with other firms for contracts, clients, and customers. To survive the competition, and to thrive, you must perform in ways that give you an edge over your competitors, that make the other party want to hire you, buy from you, and do repeat business with you. You will want them to choose you, not your competitor.

To survive and thrive, today's managers have to think and act strategically. Today's customers are well educated, aware of their options, and demanding of excellence. For this reason, managers today must think constantly about how to build a capable workforce and manage in a way that delivers the goods and services that provide the best possible value to the customer.

By this standard, managers and organizations must perform. Four essential types of performance, on which the organization beats, equals, or loses to the competition, are cost, quality, speed, and innovation. These four performance dimensions, when done well, deliver value to the customer and competitive advantage to you and your organization. We will elaborate on all these topics throughout the book.

The idea is to keep you focused on a type of “bottom line,” to make sure you think continually about “delivering the goods” that make both the manager (you) and the organization a competitive success. This results-oriented approach is unique among management textbooks.

Leading & Collaborating

Yes, business is competitive. But, it's not that simple. In fact, it is overly cynical to think strictly in terms of competition; such cynicism can sabotage your own performance. The other fundamental elements in the success equation are collaboration and leadership. People working with one another, rather than against, is essential to competitive advantage. Put another way, you can't do it alone—the world is too complex, and business is too challenging.

You need to work with your teammates. Leaders and followers need to work as collaborators more than as adversaries. Work groups throughout your organization need to cooperate with one another. Business and government, often viewed as antagonists, can work productively together. And today more than ever, companies that traditionally were competitors engage in joint ventures and find other ways to collaborate on some things even as they compete in others. It takes leadership to make these collaborations happen.

How does an organization create competitive advantage through collaboration? It's all about the people, and it derives from good leadership. Three stereotypes of leadership are that it comes from the top of the company, that it comes from one's immediate boss, and that it means being decisive and issuing commands. There are grains of truth to these stereotypes, but the reality is much more complex. First, the person at the top may or may not provide effective leadership—in fact, many observers believe that good leadership is far too rare. Second, organizations need leaders at all levels, in every team and work unit. This includes you, beginning early in your career, and this is why leadership is an important theme in this book. Third, leaders should be capable of decisiveness and of giving commands, but relying too much on this traditional approach isn't enough. Great leadership is far more inspirational than this, and helps people to both think differently but also to work differently—including working collaboratively, with a focus on results.

Leadership—from your boss, as well as from you—generates collaboration, which in turn creates results which are good for the company and good for the people involved.

NEW and IMPROVED in the 7 th edition

  Topical Currency

It goes without saying that this textbook, in its seventh edition, remains on the cutting edge of topical coverage, as updated via both current business examples and recent management research. Chapters have been thoroughly updated, and students are exposed to a broad array of important current topics.

We have done our very best to draw from a wide variety of subject matter, sources, and personal experiences.

  Chapter 1

• New unfolding case: Ed Catmull and Pixar.

• Major themes remain the same, but all are supported by many new examples.

• The Internet section is now titled Technological Change.

• Additional historic material on Total Quality (per reviewer request).

• 2005 examples of Business Week's Best & Worst managers.

• New discussion of managerial roles.

• Emotional intelligence.

• Social capital (in careers sections).

• Peter Drucker on what makes an effective executive.

Below is just a sampling of the changes made to this edition.

Chapter 2

• Title change: The External Environment and Organizational Cultures.

• The material on organization culture, formerly in Chapter 16, has been expanded (particularly managing culture as a way of adapting and responding to the external environment), updated, and moved here.

• The effect of the stock market and Wall Street expectations on managerial behavior.

• A brand-new and extended discussion has been added on supply-chain management.

• The discussion on domain selection, diversification, merger or acquisition, and divesture has been expanded and clarified.

• Odds and ends: We opened the chapter with a figure on organizations as open systems. In the Laws and Regulations section, we noted that while many in the corporate community see government as an adversary, government can also be a source of competitive advantage. In the Social Issues discussion, we noted some of the new public relations and other difficulties Wal-Mart is experiencing.

• New exercises.

Chapter 3

• New unfolding case: Merck & Vioxx.

• New material on managerial risk-taking.

• New material on reasons for failed decision making.

• The “speed trap” dangers of pressure to make decisions quickly, plus remedies).

• Information technology as a source of crises.

• Plenty of new examples.

Chapter 4

• Put the early planning material in context.

• Presented new strategy map material in a clear way.

• More on the planning cycle.

• Examples and clarification of missions, visions, and goals.

• Expanded SWOT discussion (including a paragraph on students using the technique to find a job).

Chapter 5

• New unfolding case: Ethics at Citigroup.

• Many current examples.

• How (un)ethical are you?

• Added material on norms across cultures (relativism).

• Sarbanes-Oxley Act.

• Moral person versus moral manager (being moral versus influencing others to be moral).

• Moral awareness, moral judgment, and moral character.

• The “veil of ignorance” as a metaphor for guiding ethical decision making.

• A model for resolving ethical dilemmas.

• The costs of unethical behavior.

• Courage.

• Transcendent education: one that balances self-interest with responsibility to others.

• Sustainable growth and life cycle analysis now in chapter, not just in the appendix.

Chapter 6

• An extended treatment on China.

• A new section on offshoring.

• Ethnocentrism.

• Inpatriates.

Chapter 7

• Title change: Entrepreneurship.

• New unfolding case: Jeff Bezos and Amazon.com

• Lots of new examples.

• New material on immigrant entrepreneurs.

• Franchising.

• Five successful Internet business models.

• Causes of success and failure, common management challenges, and increasing your changes of success are reorganized.

• Initial public stock offerings.

• Updated Appendix on where to get information.

Chapter 8

• Moved the Network Organization material from Chapter 9 here.

• More on the importance of delegation.

• A heads-up on the informal organization discussion coming in future chapters.

• The matrix organization from Time Inc.

Chapter 9

• Title change: Organizational Agility.

• Value chain now here rather than Chapter 8.

• Strategy section now at the front of the chapter.

• Connection with organization design much clearer.

• Additional perspective on downsizing.

• New material on the value chain and Six Sigma.

• A better setup of the Baldridge award and an updated box of award criteria.

Chapter 10

• The growing shortage of highly skilled, educated workers.

• More on interview techniques.

• Rewritten legal discussion.

• Management training programs.

• Additional material on appraisal techniques.

• Expanded MBO discussion and 360 appraisal discussion.

• Executive pay and stock options.

• Changes in benefits companies are making.

Chapter 11

• More diversity history.

• More on gender-related issues.

• Hostile work environment.

• Expanded discussion on the difference between affirmative action and diversity.

• More on the challenges of diversity.

• Added list of African-American CEOs.

Chapter 12

• New unfolding case: Andrea Jung and Avon 's Extreme Makeover.

• Kouzes and Posner's exemplary leader behaviors.

• Level 5 leadership.

• Authentic leadership.

• Servant leaders.

• Bridge leaders.

• Lateral leadership.

• Shared leadership.

• Additional material on developmental experiences.

Chapter 13

• New unfolding case: Cleanup at the Rocky Flats Nuclear Facility.

• More on how goals affect (un)ethical behavior.

• Self-set goals.

• Managing mistakes.

• More on providing feedback.

• How Maslow applies, post-9/11.

• General employment contracts.

Chapter 14

• Title change: Teamwork.

• New unfolding case: John Mackey at Whole Foods.

• Group development in virtual teams.

• How to be an effective mediator.

• Conflict in virtual teams.

• Conflict in B2B commerce.

Chapter 15

• New unfolding case: David Neeleman and Jet-BLue.

• Q&A at a presidential press conference.

• IMing.

• Blogging.

• Added material on “town meetings” as a means of communicating.

• New table: 10 Ways to Add Power to Your Presentation.

Chapter 16

• Expanded treatment of Six Sigma in the section on feedback control.

• Fixed and variable costs.

• Top-down vs. bottom-up budgets.

• The importance of maintaining open communications with subordinates, as part of designing effective control systems.

• Progressive discipline.

• A revised discussed on market control of the CEO, to reflect both recent scandals and the more sophisticated treatment of the options issue in Chapter 10, which is referenced.

• The importance of building a culture of integrity.

Chapter 17

• More on the managerial implications of the concepts discussed (e.g., the fact that marketing managers promote heavily among early adopters and innovators to create buzz).

• Reinforced the importance of managers understanding the role of technology.

• Reinforced the importance of a careful cost/benefit analysis of new technology investment.

• The importance of taking into account the effect that new technology will have on employees, and referenced Chapter 18 in that context.

• Intellectual property theft.

• A better explanation of Figure 17.2.

• Additional important benefits of the CTO's role.

• The competition between cellphones and iPod.

• Next-generation e-commerce (with an opening paragraph on dating) and hydrogen-powered motorcycles.

Chapter 18

• New unfolding case: GE and Jeffrey Immelt.

• Current examples.

• Added feature: boxes featuring “change agents,” people who made a positive difference in or through their companies.

• Organizational ambidexterity.

• New material on organization development.

• New material on how companies achieve greatness.

• How communities achieve greatness via business/government cooperation.

• Fanciful but informative examples of companies of the future.

• Blogging and the changing competitive landscape (box).

A Team Effort

This book is the product of a fantastic McGraw-Hill/Irwin team. Moreover, we wrote this book believing that we are part of a team with the course instructor and with students. The entire team is responsible for the learning process.

Our goal, and that of your instructor, is to create a positive learning environment in which you can excel. But in the end, the raw material of this course is just words. It is up to you to use them as a basis for further thinking, deep learning, and constructive action.

What you do with the things you learn from this course, and with the opportunities the future holds, counts. As a manager, you can make a dramatic difference for yourself and for other people. What managers do matters, tremendously.

Outstanding Pedagogy

Management: Leading & Collaborating in a Competitive World is pedagogically stimulating and is intended to maximize student learning. With this in mind, we used a wide array of pedagogical features—some tried and true, others new and novel:

• Learning Objectives, which open each chapter, identify what students will learn by reading and studying the chapter.

• Opening quotes provide a thought-provoking preview of chapter material. The quotes are from people like Peter Drucker (on management), Jack Welch (on strategy), Henry David Thoreau (on ethics), Julius Caesar (on leadership), and Charles Kettering (on change and the future).

• New! “Unfolding” Case: Each chapter begins with a Prologue which describing an actual leader, company, or situation. The case is then expanded within the chapter in Connections boxes, showing the student how the chapter content relates back to the company leader or situation highlighted in the Prologue. At the end of the chapter, the Epilogue ties up loose ends and brings the material full circle for the student.

• New! Advantages of Collaboration boxes: Managers must deliver results. An essential skill toward doing so is the ability to work effectively with others toward a goal. These boxes speak directly to the student, and highlight the advantages of collaboration.

• New! Random Pop-ups: Throughout the chapter, these marginal boxes highlight interesting factoids, statistics, and quotes relating to chapter content.

• Updated! Bottom-line Practices Icons: While the icons with their four running themes of Innovation, Cost, Speed, and Quality have been a hallmark of the text, this edition includes added text with the icon, furthering student understanding and reinforcing these important results-oriented themes.

• New boxed inserts describing current examples and controversial issues are found throughout the text.

• “From the Pages of Business Week ” highlights recent Business Week articles.

End-of-Chapter Elements

• Key terms are page-referenced to the text and are part of the vocabulary-building emphasis. These terms are defined again in the glossary at the end of the book.

• A Summary of Learning Objectives provides clear, concise responses to the learning objectives, giving students a quick reference for reviewing the important concepts in the chapter.

• Discussion Questions, which follow the Summary of Learning Objectives, are thought-provoking questions on concepts covered in the chapter and ask for opinions on controversial issues.

• New Concluding Cases! Each chapter ends with a case based on disguised but real companies and people that reinforces key chapter elements and themes.

• New Experiential Exercises! Many exercises have been added to tried and true previous edition favorites. Some exercises allow for personality assessment, some are for use as group activities in the classroom, and some involve outside research.

End-of-Part Elements

• Updated! Supplementary Cases: At the end of each part, a new case is provided for professors who want students to delve further into part topics.

Comprehensive Supplements

For the Student

• Online Learning Center (OLC) at www.mhhe.com/bateman7e : More and more students are studying online. As they do, they can refer to the OLC for such benefits as: Self-grading Quizzes (including mid-term and final exam practice), internet exercises, and learning objectives. Management: Leading & Collaborating in a Competitive World also offers a Career Planning Exercise, and flash-based self-assessments and learning exercises called “Build Your Management Skills.” Students are able to complete these exercises on their own and receive instant, comprehensive feedback to their responses. There are nearly 50 exercises to choose from, and a matrix for use is provided online and in the Instructor's Manual. The exercises include:

• Management's Historical Figures

• Ethics

• SWOT Analysis

• Characteristics of Managerial Control

• What is Your Primary Conflict-Handling Style?

• Assessing Your Emotional Intelligence

• Comparing Affirmative Action, Valuing

• Diversity, and Managing Diversity and many more!

For the Instructor

• Instructor's Manual: prepared by Carol Moore, California State University–Hayward, contains above and beyond the material you need to prepare an effective classroom experience. Utilizing her own students for feedback in preparing, Professor Moore has created a “road map” for each chapter, highlighting within the Lecture Outline not only where available supplements can be brought into the discussion, but also offering Teaching Tips and other useful facts that can be used to capture students' interest. In detail, the manual includes such features as:

-Key Student Questions - taken directly from her own classroom experience

-Class Prework Assignments

-Guidance for using the “Unfolding” cases – How to make these chapter-opening features important for students – additional comments on setting up the introductory case study, examples of how the concepts are important in the real world.

Chapter Outline with Teaching Tips: a completely integrated overview of how to teach a class. It includes:

-Chapter Content in Outline Form (Lecture

Notes)

-Exercises and Cases from text placed where they naturally fall in outline

-Examples where appropriate (at least one for each major learning objective)

-Common student questions, with answers.

-Teaching Tips (how to handle large lecture sections, etc.)

-Extra Exercises as available from previous editions

-Concluding Case Notes

-Supplementary Case Notes

-Video Notes – for each chapter video

• Test Bank: prepared by Amy Sevier, University of Southern Mississippi , contains a variety of true/false, multiple choice, and essay questions. Also includes “Scenario-based” questions, which are applicationbased, and use a situation described in a narrative, with 3–5 multiple-choice test questions based on the situation described in the narrative.

• PowerPoint Presentation slides: prepared by Kris Blanchard, North Central University , the Power-

Point presentation slides collection contains everything from an easy-to-follow outline, to additional slides with embedded video clips and weblinks, to figure downloads from the text. This versatility allows you to create a custom presentation suitable for your own classroom experience.

• All of the above can be found on the Instructor's CD-ROM.

• NEW! The Group & Video Resource Manual: An Instructor's Guide to an Active Classroom. Authored by Amanda Johnson and Angelo Kinicki of Arizona State University , the Group & Video Resource Manual was created to help instructors create a livelier and stimulating classroom environment. The manual contains interactive in-class group and individual exercises to accompany Build Your Management Skills assessments on the OLC, additional group exercises for each chapter, comprehensive notes and discussion questions to accompany the Manager's Hot Seat DVD, and information on how to use the Team Learning Assistant (see below for a further description of these products). This valuable guide includes information and material to help instructors successfully execute additional group exercises and the Manager's Hot Seat DVD into their classrooms. For each exercises, the manual includes learning objectives, unique PowerPoint slides to accompany the exercises, and comprehensive discussion questions to facilitate enhanced learning. The manual also includes lecturettes and associated PowerPoint slides to supplement and expand material presented in the text.

• The Manager's Hot Seat DVD: The Manager's Hot Seat is an interactive DVD that allows students to watch 15 real managers apply their years of experience in confronting issues. Students assume the role of the manager as they watch the video and answer multiple-choice questions that pop up during the segment, forcing them to make decisions on the spot. Students learn from the manager's mistakes and successes, and then do a report critiquing the manager's approach by defending their reasoning. The Hot Seat DVD is an optional package with this text.

• Team Learning Assistant (TLA): TLA is a Webbased system to facilitate team learning no matter what course you teach. It was developed at Boston University 's Center for Team Learning with a grant from The General Electric Fund. If you are interested in incorporating a team-centered environment in your classroom or online course, this system facilitates effective team learning. Students in teams learn more when they are held accountable for their behavior and for meeting team learning goals. This system of Web-based toolboxes for students, faculty, and program administrators enables a secure and reliable process of monitoring and maintaining team outcome data. Your Mc-Graw-Hill/Irwin sales representative can help you if you're interested in using the product with your Management course.

• Videos are available for each chapter. Corresponding video cases and a guide that ties the videos closely to the chapter can be found in the Instructor's Manual and Online.

Acknowledgments

This book could not have been written and published without the valuable contributions of many individuals. First, Sheldon Czapnik. Sheldon has been extraordinarily helpful in so many ways. Sheldon has a wide array of KSAs (knowledge, skills, and abilities) that have contributed mightily to creating such a strong product. Many thanks! Our reviewers over the last six editions contributed time, expertise, and terrific ideas that significantly enhanced the quality of the text. The reviewers of the seventh edition are:

Mark Brown

Bradley University

Nancy Bryant

Metropolitan State University

J. Charlene Davis

Trinity University

Jack Dustman

Northern Arizona University

Vincent Enslein

Clinton Community College

Jonathon R. B. Halbesleben

University of Oklahoma

Dorothy Hetmer-Hinds

Trinity Valley Community College

Thomas Jay

Flathead Valley Community College

Scott A. Johnson

Southeast Missouri State University

Subodh P. Kulkarni

Howard University

Linda Keup

Concordia College

Dick Larkin

Central Washington University

Larry Maher

State University of New York — Oswego

Ken Murdock

University of Texas — Arlington

Tim O'Leary

University of Notre Dame

Monica Quattlebaum

Phillips Community College

Gary Roberts

Kennesaw State University

Marian Schultz

University of West Florida

Amy Sevier

University of Southern Mississippi

Linda Shonesy

Athens State University

James Swenson

Minnesota State University — Moorhead

Patricia Tadlock

Horry Georgetown Tech College

Barry L. Van Hook

Arizona State University

George Wagman

Texas A&M— Kingsville

John Wong

Neumann College

We also would like to thank those who reviewed for

us in previous editions:

Rathin Basu

Ferrum College

Anthony S. Marshall

Columbia College

James C. McElroy

Iowa State University

John W. Rogers

American International College

Christina Stamper

Western Michigan University

Ray Aldag

University of Wisconsin — Madison

Shawn Carraher

Indiana University —NW Campus

Al Crispo

Purdue University

Marya Leatherwood

University of Illinois — Springfield

MarySue Love

Maryville University

Granger Macy

Texas A&M— Corpus Christi

Michael Vijuk

William Rainey Harper College

Ben Weeks

St. Xavier University

Debra A. Arvanites

Villanova University

Robert J. Ash

Rancho Santiago College

Charles A. Beasley

State University of New York —Buffalo

Hrach Bedrosian

New York University

Charles Blalack

Kilgore College

Mary A. Bouchard

Bristol Community College

Eugene L. Britt

Grossmont College

Barbara Boyington

Brookdale Community College

Lyvonne Burleson

Rollins College —Brevard

Diane Caggiano

Fitchburg State College

Elizabeth A. Cooper

University of Rhode Island

Anne C. Cowden

California State University — Sacramento

Ron Dibattista

Bryant College

Dale Dickson

Mesa State College

Michael W. Drafke

College of DuPage

J. F. Fairbank

Pennsylvania State University

Janice Felbauer

Austin Community College

David Foote

Middle Tennessee State University

Alan J. Fredian

Loyola University — Chicago

Steve Garlick

DeVry Institute— Kansas City

John Hall

University of Florida

Donald E. Harris

Oakton Community College

Carolyn Hatton

Cincinnati State Tech Community College

Frederic J. Hebert

East Carolina University

Durward Hofler

Northeastern Illinois University

Thomas O. James

Benedictine College

William Jedlicka

William Rainey Harper College

Elias Kalman

Baruch College

Gus. L. Kotoulas

Morton College

Augustine Lado

Cleveland State University

Catherine C. McElroy

Bucks County Community College

Jim McElroy

Iowa State University

David L. McLain

Virginia State University

Dot Moore

The Citadel

Joseph B. Mosca

Monmouth College

Randy Nichols

Oakland City University

Bert Nyman

Rockford College

James J. Ravelle

Moravian College

Joseph C. Santora

Essex County College

Marc Siegall

California State University — Chico

Fred Slack

Indiana University of Pennsylvania

Carl Sonntag

Pikes Peak Community College

Christina Stamper

University of North Carolina — Wilmington

Jim Wachspress

New Jersey Institute of Technology

Many individuals contributed directly to our development as textbook authors. Dennis Organ provided one of the authors with an initial opportunity and guidance in textbook writing. John Weimeister has been a friend and adviser from the very beginning. The entire McGraw-Hill/Irwin team demonstrated continued and generous support for this book. John Biernat was a great champion for the project and is a talented publisher and a good friend. Kurt Strand is, too. Christine Scheid is the consummate developmental editor, doing all with great skill and professionalism. And Meg Beamer/Lisa Nicks, Marketing Managers, you rock. What a team!

Finally, we thank our families. Our parents, Jeanine and Tom Bateman and Clara and John Snell, provided us with the foundation on which we have built our careers.

They continue to be a source of great support. Our wives, Mary Jo and Marybeth, demonstrated great encouragement, insight, and understanding throughout the process. Our children, Lauren (who also helped with clerical work), T. J., and James Bateman and Sara, Jack, and Emily Snell, inspire us in every way.

Thomas S. Bateman

Charlottesville , VA

Scott A. Snell

Ithaca , NY