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ROBBINS • JUDGE • MILLETT • BOYLE
ORGANISATIONAL
BEHAVIOUR 8TH EDITION
Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2017—9781488609329—Robbins/Organisational Behaviour 8e
CONTENTS
OB in Practice Twitter’s diversity issue 42 Case study Job crafting 71

Diversity in groups 43 Endnotes 72
Effective diversity programs 43
Globalisation Worldwide talent search for women 44
Chapter 4 Personality and values 76
Summary 46
Personality 78
Implications for managers 46
What is personality? 78
Point/Counterpoint Affirmative action should be
abolished 47 Personal Inventory Assessments
Questions for review 48 Are You a Type A Personality? 79
Experiential exercise Feeling excluded 48 The Myers–Briggs Type Indicator 79
Case study Human capital in the ageing workforce 48 The Big Five Model 80
Endnotes 49 How do the Big Five traits predict behaviour
at work? 81
The Dark Triad 82
Chapter 3 Attitudes and job satisfaction 54 Other personality traits relevant to OB 84
Attitudes 56 Core self-evaluation 84
What are the main components of attitudes? 56 Self-monitoring 84
Attitudes and behaviour 57 Myth or Science? ‘We can accurately judge
Moderating variables 57 individuals’ personalities a few seconds
Job attitudes 58 after meeting them’ 85
Ethical Choice Are employers responsible for Proactive personality 85
workplace incivilities? 59 Personality and situations 86
Globalisation Exodus phenomenon 60 Situation strength 86
Trait activation theory 87
Are these job attitudes really all that distinct? 61
Job satisfaction 61 Globalisation Is the personality profile of an
entrepreneur the same across different
Measuring job satisfaction 61
countries? 88
OB in Practice A clash of attitudes in health care 62
Values 88
How satisfied are people with their jobs? 63 The importance of values 89
What causes job satisfaction? 64
OB in Practice Dealing with issues of personality
Myth or Science? ‘Happy workers means in the workplace 89
happy profits’ 65
Terminal versus instrumental values 90
Personal Inventory Assessments Generational values 90
Core Self Evaluation (CSE) Scale 66
Linking an individual’s personality and values
The impact of satisfied and dissatisfied employees to the workplace 91
on the workplace 66 Person–job fit 91
Job satisfaction and job performance 67 Person–organisation fit 91
Job satisfaction and OCB 67
Ethical Choice Do you have a cheating personality? 93
Job satisfaction and customer satisfaction 67
International values 93
Job satisfaction and absenteeism 68
Hofstede’s framework for assessing cultures 93
Job satisfaction and turnover 68
The globe framework for assessing cultures 94
Job satisfaction and workplace deviance 68
Managers often ‘don’t get it’ 68 Summary 97
Summary 69 Implications for managers 97
Implications for managers 69 Point/Counterpoint Millennials are more narcissistic 98
Point/Counterpoint Employer–employee loyalty Questions for review 99
is an outdated concept 70 Experiential exercise Generational values
Questions for review 71 and ‘staying put’ 99
Experiential exercise What factors are most Case study The power of quiet 100
important to your job satisfaction? 71 Endnotes 100
\ vii
CONTENTS
Chapter 5 Emotions and moods 104 Globalisation Does multicultural experience

make for better decisions? 139
What are emotions and moods? 106
The basic emotions 107 Common shortcuts in judging others 139
The basic moods: positive and negative affect 107 Specific applications of shortcuts in
organisations 141
Myth or Science? ‘Smile, and the work world
smiles with you’ 108 The link between perception and individual
decision making 141
The function of emotions 109
Decision making in organisations 142
Sources of emotions and moods 110
The rational model, bounded rationality
Emotional labour 114
and intuition 142
OB in Practice How leaders can influence Common biases and errors in decision making 144
emotions in the workplace 114
OB in Practice The perceptive coach 145
Affective events theory 115
Myth or Science? ‘All stereotypes are negative’ 146
Emotional intelligence 116
The case for EI 117 Influences on decision making: individual
The case against EI 118 differences and organisational constraints 148
Individual differences 148
Ethical Choice Should managers use emotional
Ethical Choice Choosing to lie 149
intelligence (EI) tests? 118
Personal Inventory Assessments Organisational constraints 150
Emotional Intelligence Assessment 119 Three ethical decision criteria 151
Improving creativity in decision making 152
Emotion regulation 119
Creative behaviour 152
OB applications of emotions and moods 120
Causes of creative behaviour 153
Selection 121
Decision making 121 Personal Inventory Assessments
Creativity Scale 154
Creativity 121
Motivation 121 Creative outcomes (Innovation) 154
Leadership 122 Summary 155
Negotiation 122 Implications for managers 155
Customer service 122 Point/Counterpoint Stereotypes are dying 156
Job attitudes 123 Questions for review 157
Deviant workplace behaviours 123 Experiential exercise Five ethical decisions 157
Safety and injury at work 123 Case study The youngest billionaire 157
How managers can influence moods 123 Endnotes 158
Globalisation Creating highly productive teams
across the cultural emotional barrier 124 Chapter 7 Motivation: from concept
to application 162
Summary 125
Implications for managers 125 Defining motivation 164
Point/Counterpoint Sometimes blowing your top Early theories of motivation 164
is a good thing 126 Hierarchy of needs theory 164
Questions for review 127 Theory X and Theory Y 165
Experiential exercise Who can catch a liar? 127 Two-factor theory 166
Case study Can you read emotions from faces? 127 Contemporary theories of motivation 167
Endnotes 128 Self-determination theory 167
Myth or Science? ‘Money can’t buy happiness’ 168
Chapter 6 Perception and individual Goal-setting theory 169
decision making 134 Other contemporary theories of motivation 170
What is perception? 136 Self-efficacy theory 170
Factors that influence perception 136 Reinforcement theory 172
Person perception: making judgments about others 137 Equity theory/organisational justice 173
Attribution theory 137 Expectancy theory 176
viii /
CONTENTS
Personal Inventory Assessments An alternative model for temporary groups with

Work Motivation Indicator 177 deadlines 207
Applied motivation: job design 178 Group properties 207
The job characteristics model 178 Group property 1: roles 208
Globalisation Outcry over executive pay is Group property 2: norms 210
heard everywhere 179 Group property 3: status, and group property 4:
How can jobs be redesigned? 180 size and dynamics 213
Job rotation 180 Group property 5: cohesiveness, and group
Job enrichment 180 property 6: diversity 215
Alternative work arrangements 182 Personal Inventory Assessments
Flexitime 182 Communicating Supportively 217
Job sharing 182 Group decision making 217
Telecommuting 183 Groups versus the individual 217
The social and physical context of work 184 Globalisation Making global virtual teams
Applied motivation: employee involvement 184 effective 218
Examples of employee involvement programs 184 Groupthink and groupshift 219
Linking employee involvement programs Myth or Science? ‘US workers are more biased
and motivation theories 185 than Asians’ 219
Applied motivation: rewarding employees 185 Ethical Choice Using peer pressure as an
What do we actually mean by ‘pay’? 186 influence tactic 221
What to pay: establishing a pay structure 186
Group decision-making techniques 221
How to pay: rewarding individual employees
through variable-pay programs 186 Summary 223
Flexible benefits: developing a benefits package 188 Implications for managers 223
OB in Practice Good leaders help create Point/Counterpoint People are more creative
motivating workplaces 189 when they work alone 224
Questions for review 225
Intrinsic rewards: employee recognition
Experiential exercise Wilderness survival 225
programs 189
Case study Negative aspects of collaboration 226
Ethical Choice Sweatshops and worker safety 190
Endnotes 227
Summary 191
Implications for managers 191 Chapter 9 Understanding work teams 232
Point/Counterpoint ‘Face-time’ matters 192 Why have teams become so popular? 234
Questions for review 193 Differences between groups and teams 234
Experiential exercise Assessing employee Types of teams 235
motivation and satisfaction using the job Problem-solving teams 235
characteristics model 193 Self-managed work teams 235
Case study Equity and executive pay 194
Cross-functional teams 236
Endnotes 194
Virtual teams 236
OB in Practice Discussing the popularity of
PART 3 THE GROUP 201 a leader 237
Multi-team systems 237
Chapter 8 Foundations of group Creating effective teams 238
behaviour 202 Contextual factors 238
Defining and classifying groups 204 Team composition 239
Why do people form groups? 204 Globalisation Developing team members’
OB in Practice Building a culture of constructive trust across cultures 240
feedback 205 Myth or Science? ‘Team members who are
Stages of group development 206 “hot” should make the play’ 242
The five-stage model 206 Team processes 243
\ ix
CONTENTS
Personal Inventory Assessments Emotions 273

Team Development Behaviours 245 Language 273
Turning individuals into team players 245 Silence 273
Selection: hiring team players 245 Communication apprehension 274
Training: creating team players 245 Lying 274
Rewarding: providing incentives to be a Myth or Science? ‘Today, writing skills are
good team player 246 more important than speaking skills’ 274
Ethical Choice Virtual teams leave a smaller Global implications 275
carbon footprint 246 Cultural barriers 275
Beware! Teams aren’t always the answer 247 Cultural context 275
Summary 248 A cultural guide 276
Implications for managers 248 Globalisation Multinational firms adopt English
Point/Counterpoint To get the most out of teams, as global language strategy 277
empower them 249
Summary 279
Experiential exercise Composing the ‘perfect’ team 250
Point/Counterpoint Social media presence 280
Case study Tongue-tied in teams 250
Endnotes 251
Experiential exercise An absence of non-verbal
communication 281
Chapter 10 Communication 256 Case study Using social media to your advantage 281
Functions of communication 258 Endnotes 282
The communication process 258
Direction of communication 259 Chapter 11 Leadership 286
Downward communication 259 What is leadership? 288
Upward communication 260 Trait theories 288
Lateral communication 260 Behavioural theories 289
Organisational communication 260 Summary of trait theories and behavioural
Formal small-group networks 260 theories 290
The grapevine 261 Contingency theories 290
Modes of communication 262 The Fiedler model 290
Oral communication 262 Globalisation Leaders broaden their span of
Written communication 263 control in multinational organisations 291
Non-verbal communication 265 Other contingency theories 293
Personal Inventory Assessments Leader–member exchange (LMX) theory 294
Communication Styles 265 Charismatic leadership and transformational
OB in Practice The value of the message 266 leadership 295
Ethical Choice Using employees in organisational Charismatic leadership 295
social media strategy 266 Transformational leadership 297
Choice of communication channel 267 Personal Inventory Assessments
Persuasive communications 271 Ethical Leadership Assessment 300
Automatic and controlled processing 271 Authentic leadership: ethics and trust 300
Interest level 271 What is authentic leadership? 301
Prior knowledge 272 Ethical leadership 301
Personality 272 Servant leadership 302
Message characteristics 272 Trust and leadership 302
Barriers to effective communication 272 Ethical Choice Holding leaders ethically
Filtering 272 accountable 303
Selective perception 272 How is trust developed? 303
Information overload 273 Trust as a process 304
x/
CONTENTS
What are the consequences of trust? 304 The ethics of behaving politically 341
Leading for the future: mentoring 305 Personal Inventory Assessments
Myth or Science? ‘Top leaders feel the Gaining Power and Influence 341
most stress’ 306
Summary 342
Challenges to the leadership construct 306 Implications for managers 342
Leadership as an attribution 307 Point/Counterpoint Everyone wants power 343
Substitutes for and neutralisers of leadership 307 Questions for review 344
Online leadership 308 Experiential exercise Understanding power
Finding and creating effective leaders 309 dynamics 344
Selecting leaders 309 Case study Barry’s peer becomes his boss 344
Training leaders 309 Endnotes 345
OB in Practice What influence do you exert as a
leader? 309
Chapter 13 Conflict and negotiation 350
Summary 311 A definition of conflict 352
Implications for managers 311 Traditional view of conflict 352
Point/Counterpoint Heroes are made, not born 312 Interactionist view of conflict 352
Questions for review 313 Types and loci of conflict 353
Experiential exercise What is a leader? 313 Types of conflict 353
Case study Leadership factories 313 Loci of conflict 353
Endnotes 314 The conflict process 354
Stage I: potential opposition or
incompatibility 355
Chapter 12 Power and politics 322
OB in Practice Tips for managing family
A definition of power 324
conflicts in business 355
Bases of power 324
Formal power 325 Stage II: cognition and personalisation 356
Personal power 325 Stage III: intentions 357
Which bases of power are most effective? 326 Stage IV: behaviour 358
Dependency: the key to power 326 Stage V: outcomes 359
The general dependency postulate 326 Negotiation 361
What creates dependency? 326 Bargaining strategies 362
Power tactics 327 Myth or Science? ‘Teams negotiate better
than individuals in collectivistic cultures’ 364
Globalisation Power, gender and sexual
harassment in France 329 The negotiation process 365
Sexual harassment: unequal power in the Individual differences in negotiation
workplace 329 effectiveness 366
OB in Practice How power affects people 330 Globalisation Trust is an issue 369
Third-party negotiations 369
Ethical Choice Should all sexual behaviour be
prohibited at work? 332 Ethical Choice Using empathy to negotiate
more ethically 370
Politics: power in action 332
Definition of organisational politics 332 Personal Inventory Assessments
The reality of politics 333 Strategies for Handling Conflict 370
Causes and consequences of political behaviour 334 Summary 371
Factors contributing to political behaviour 334 Implications for managers 371
Myth or Science? ‘Powerful leaders keep their Point/Counterpoint Conflict benefits organisations 373
(fr)enemies close’ 336 Questions for review 374
How do people respond to organisational Experiential exercise A negotiation role-play 374
politics? 336 Case study Choosing your battles 375
Impression management 338 Endnotes 375
\ xi
CONTENTS
Do organisations have uniform cultures? 411

PART 4 THE ORGANISATION SYSTEM 379 Strong versus weak cultures 412
Culture versus formalisation 412
Chapter 14 Foundations of What do cultures do? 412
organisational structure 380 Culture’s functions 412
What is organisational structure? 382 Culture creates climate 413
Work specialisation 382 The ethical dimension of culture 413
Departmentalisation 383 Culture and innovation 414
Chain of command 384 Culture as an asset 414
OB in Practice Unleashing the constraints Culture as a liability 415
of structure 385 Globalisation Creating a multinational
Span of control 386 organisational culture 416
Centralisation and decentralisation 386 Creating and sustaining culture 417
Formalisation 387 How a culture begins 417
Common organisational designs 388 Keeping a culture alive 417
The simple structure 388 Myth or Science? ‘An organisation’s culture is
The bureaucracy 388 forever’ 418
Ethical Choice Ethical concerns of deskless OB in Practice Dealing with a toxic culture in
workplaces 389 hospitals 420
The matrix structure 390 Summary: how cultures form 421
New design options 391 How employees learn culture 422
The virtual organisation 391 Stories 422
The boundaryless organisation 392 Rituals 422
Globalisation The world is my corporate Symbols 422
headquarters 393 Language 422
The leaner organisation: downsizing 394 Creating an ethical organisational culture 423
Personal Inventory Assessments Ethical Choice A culture of compassion 424
Organisational Structure Assessment 395 Creating a positive organisational culture 425
Why do structures differ? 395 Building on employee strengths 425
Strategy 395 Rewarding more than punishing 425
Organisation size 396 Emphasising vitality and growth 425
Technology 397 Limits of positive culture 426
Myth or Science? ‘Employees can work Spirituality and organisational culture 426
just as well from home’ 397 What is spirituality? 426
Environment 398 Why spirituality now? 426
Organisational designs and employee behaviour 399 Characteristics of a spiritual organisation 427
Criticisms of spirituality 427
Summary 401
Global organisational culture 428
Point/Counterpoint The end of management 402
Personal Inventory Assessments
Comfort with Change Scale 429
Experiential exercise Dismantling a bureaucracy 403 Summary 430
Case study Boeing Dreamliner: engineering Implications for managers 430
nightmare or organisational disaster? 404
Point/Counterpoint Organisations should strive
Endnotes 405 to create a positive organisational culture 431
Chapter 15 Organisational culture 408 Experiential exercise Rate your classroom culture 432
What is organisational culture? 410 Case study Mergers don’t always lead to culture
A definition of organisational culture 410 clashes 433
Culture is a descriptive term 410 Endnotes 433
xii /
CONTENTS
Chapter 16 Organisational change and What is stress? 455

stress management 438 Potential sources of stress 456
Forces for change 440 Myth or Science? ‘When you’re working hard,
Planned change 441 sleep is optional’ 457
Resistance to change 442 Individual differences 459
Globalisation The state of perpetual change: Ethical Choice Manager and employee stress
globalisation 442 during organisational change 459
Overcoming resistance to change 444 Cultural differences 460

The politics of change 445 Consequences of stress 460
Approaches to managing organisational change 445 Managing stress 462
Lewin’s three-step model 446 Personal Inventory Assessments
Tolerance of Ambiguity Scale 463
Kotter’s eight-step plan for implementing
change 447 Summary 464
Action research 447 Implications for managers 464
Organisational development 448 Point/Counterpoint Responsible managers relieve
OB in Practice Can coaches really help in times the stress on their employees 465
of change? 450 Questions for review 466
Experiential exercise Strategising change 466
Creating a culture for change 451
Case study When companies fail to change 467
Stimulating a culture of innovation 451
Endnotes 467
Creating a learning organisation 453
Organisational change and stress 454 Glossary 473
Work stress and its management 455 Index 481
\ xiii
Preface
Welcome to the eighth edition of Organisational Behaviour! Long considered the standard for all
organisational behaviour textbooks, the text’s latest edition continues its tradition of making
current, relevant research come alive for students. While maintaining the book’s hallmark
features—clear writing style, cutting-edge content and engaging pedagogy—the eighth edition
has been thoroughly updated to reflect the most recent research within the field of organisational
behaviour. While we have preserved the core material, we’re confident that this edition reflects
the most important research and topical issues facing organisations, managers and employees.
What’s new in the eighth edition?

The authors and editorial team at Pearson have worked very closely with existing users and other
key academics in the market to ensure that we have developed a book that continues to be in
line with growing student and lecturer needs. The following list provides a brief summary of the
updates to each chapter.
Chapter 1. What is organisational behaviour?
• New opening vignette (Turnaround at Tassal)
• New Myth or Science? (‘Management by walking around is the most effective management’)
• New OB in Practice (Organisational behaviour, productivity and big data)
• New feature! Personal Inventory Assessments (Multicultural awareness scale)
• New Ethical Choice (Holiday deficit disorder)
• Major new section (Enhancing employee well-being at work)
• New research on the importance of interpersonal skills
• Updated discussion on challenges and opportunities for OB
• Updated section with new research on improving customer service
• A change to the OB model
• New Point/Counterpoint (Lost in translation?)
• New Experiential Exercise (Intoxicated workplaces)
• New Case Study (Apple goes global)
Chapter 2. Diversity in organisations
• New opening vignette (A true champion in the executive suite)
• New feature! Personal Inventory Assessments (Intercultural sensitivity scale)
• New Myth or Science? (‘Bald is better’)
• Updated discussion on gender
• New Ethical Choice (Board quotas)
• New OB in Practice (Twitter’s diversity issue)
• New Globalisation (Worldwide talent search for women)
• New Point/Counterpoint (Affirmative action should be abolished)
• Updated Case Study (Human capital in the ageing workforce)
Chapter 3. Attitudes and job satisfaction
• New opening vignette (Patching together a career)
• New Ethical Choice (Are employers responsible for workplace incivilities?)
• New research and discussion on employee engagement
xiv /
PREFACE
• New Globalisation (Exodus phenomenon)

• New OB in Practice (A clash of attitudes in health care)
• New research on cultural differences in job satisfaction
• New Myth or Science? (‘Happy workers means happy profits’)
• New feature! Personal Inventory Assessments (Core self-evaluation (CSE) scale)
• Updated Point/Counterpoint (Employer–employee loyalty is an outdated concept)
• New Case Study ( Job crafting)
Chapter 4. Personality and values
• New opening vignette (Aligning individual and organisational values in a police service)
• New feature! Personal Inventory Assessments (Are you a Type A personality?)
• Major new section (The Dark Triad)
• Updated section on other personality traits related to OB
• New Myth or Science? (‘We can accurately judge individuals’ personalities a few seconds after
meeting them’)
• New research and discussion on proactive personality
• Major new section (Personality and situations)
• New Globalisation (Is the personality profile of an entrepreneur the same across different
countries?)
• New OB in Practice (Dealing with issues of personality in the workplace)
• Updated discussion on terminal and instrumental values
• New Ethical Choice (Do you have a cheating personality?)
• Updated Point/Counterpoint (Millennials are more narcissistic)
• New Experiential Exercise (Generational values and ‘staying put’)
• New Case Study (The power of quiet)
Chapter 5. Emotions and moods
• New opening vignette (Affective computing: reading your mind)
• New Myth or Science? (‘Smile, and the work world smiles with you’)
• New research and discussion on the role of emotions in ethical decisions
• New research on gender and emotions
• New OB in Practice (How leaders can influence emotions in the workplace)
• New Ethical Choice (Should managers use emotional intelligence (EI) tests?)
• New feature! Personal Inventory Assessments (Emotional intelligence assessment)
• Major new section (Emotion regulation)
• New research and discussion on transformational leadership and emotional display
• New research and discussion on anger and workplace outcomes
• New Globalisation (Creating highly productive teams across the cultural emotional barrier)
• New Point/Counterpoint (Sometimes blowing your top is a good thing)
• Updated Experiential Exercise (Who can catch a liar?)
• Updated Case Study (Can you read emotions from faces?)
Chapter 6. Perception and individual decision making
• New opening vignette (The price tag for creativity: $30 million. The return: priceless)
• New Globalisation (Does multicultural experience make for better decisions?)
• New OB in Practice (The perceptive coach)
• New Myth or Science? (‘All stereotypes are negative’)
• New Ethical Choice (Choosing to lie)
• Updated section on improving creativity in decision making
• New feature! Personal Inventory Assessments (Creativity scale)
• New Point/Counterpoint (Stereotypes are dying)
• New Case Study (The youngest billionaire)
Chapter 7. Motivation: from concept to application
• New opening vignette (Telecommuting? No. Extra maternity leave? Yes)
• New Myth or Science? (‘Money can’t buy happiness’)
• New feature! Personal Inventory Assessments (Work motivation indicator)
\ xv
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PREFACE
• New Globalisation (Outcry over executive pay is heard everywhere)

• New OB in Practice (Good leaders help create motivating workplaces)
• New Ethical Choice (Sweatshops and worker safety)
• New Point/Counterpoint (‘Face-time’ matters)
• New Case Study (Equity and executive pay)
Chapter 8. Foundations of group behaviour
• New opening vignette (Teamwork and hard Aussie rock)
• New OB in Practice (Building a culture of constructive feedback)
• New research and discussion on deviant workplace behaviour
• New feature! Personal Inventory Assessments (Communicating supportively)
• New Globalisation (Making global virtual teams effective)
• Updated Myth or Science? (‘US workers are more biased than Asians’)
• Updated Ethical Choice (Using peer pressure as an influence tactic)
• New Point/Counterpoint (People are more creative when they work alone)
Chapter 9. Understanding work teams
• New opening vignette (The challenge of working with executive teams)
• New OB in Practice (Discussing the popularity of a leader)
• Major new section on multi-team systems
• New Globalisation (Developing team members’ trust across cultures)
• New Myth or Science? (‘Team members who are “hot” should make the play’)
• New feature! Personal Inventory Assessments (Team development behaviours)
• Updated Ethical Choice (Virtual teams leave a smaller carbon footprint)
• Review of research on team decision-making strategies
• New Point/Counterpoint (To get the most out of teams, empower them)
• New Experiential Exercise (Composing the ‘perfect’ team)
• New Case Study (Tongue-tied in teams)
Chapter 10. Communication
• New opening vignette (Do you suffer from communication incompatibility?)
• Updated section on oral communication
• Updated section on written communication, including social media, instant messaging and
text messaging
• New feature! Personal Inventory Assessments (Communication styles)
• New OB in Practice (The value of the message)
• New Ethical Choice (Using employees in organisational social media strategy)
• New research and discussion on choosing communication methods
• New Myth or Science? (‘Today, writing skills are more important than speaking skills’)
• New Globalisation (Multinational firms adopt English as global language strategy)
• New Point/Counterpoint (Social media presence)
• Updated Case Study (Using social media to your advantage)
Chapter 11. Leadership
• New opening vignette (Developing critical relationships at Brisbane Airport Corporation)
• New Globalisation (Leaders broaden their span of control in multinational organisations)
• New feature! Personal Inventory Assessments (Ethical leadership assessment)
• New research on authentic leadership
• Major new section on ethical leadership
• New Ethical Choice (Holding leaders ethically accountable)
• New research on trust as a process
• New research on mentoring
• New Myth or Science? (‘Top leaders feel the most stress’)
• New discussion on selecting and training leaders
• New OB in Practice (What influence do you exert as a leader?)
• Updated Point/Counterpoint (Heroes are made, not born)
• New Experiential Exercise (What is a leader?)
xvi /
PREFACE
Chapter 12. Power and politics

• New opening vignette (From power to prison)
• New Globalisation (Power, gender and sexual harassment in France)
• New research and discussion on sexual harassment
• New OB in Practice (How power affects people)
• New Myth or Science? (‘Powerful leaders keep their (fr)enemies close’)
• New feature! Personal Inventory Assessments (Gaining power and influence)
• New Point/Counterpoint (Everyone wants power)
• New Case Study (Barry’s peer becomes his boss)
Chapter 13. Conflict and negotiation
• New opening vignette (A change of tune)
• Major new section on types and loci of conflict
• New OB in Practice (Tips for managing family conflicts in business)
• New Myth or Science? (‘Teams negotiate better than individuals in collectivistic cultures’)
• New Globalisation (Trust is an issue)
• New Ethical Choice (Using empathy to negotiate more ethically)
• New feature! Personal Inventory Assessments (Strategies for handling conflict)
• New Case Study (Choosing your battles)
Chapter 14. Foundations of organisational structure
• New opening vignette (Heard but not seen—the virtual assistant)
• Discussion on the latest trends in job specialisation
• New OB in Practice (Unleashing the constraints of structure)
• New research and discussion on centralisation/decentralisation
• New Ethical Choice (Ethical concerns of deskless workplaces)
• New Globalisation (The world is my corporate headquarters)
• New feature! Personal Inventory Assessments (Organisational structure assessment)
• New Myth or Science? (‘Employees can work just as well from home’)
• New Point/Counterpoint (The end of management)
• New Case Study (Boeing Dreamliner: engineering nightmare or organisational disaster?)
Chapter 15. Organisational culture
• New opening vignette (Two cases of culture in action)
• Major new section on the ethical dimension of culture
• Major new section on culture and innovation
• New Globalisation (Creating a multinational organisational culture)
• New Myth or Science? (‘An organisation’s culture is forever’)
• New research on keeping a culture alive
• New OB in Practice (Dealing with a toxic culture in hospitals)
• New Ethical Choice (A culture of compassion)
• New research and discussion on global implications
• New feature! Personal Inventory Assessments (Comfort with change scale)
• Updated Case Study (Mergers don’t always lead to culture clashes)
Chapter 16. Organisational change and stress management
• New opening vignette (One accounting firm’s response to changing client needs)
• New research on forces for change
• New Globalisation (The state of perpetual change: globalisation)
• New OB in Practice (Can coaches really help in times of change?)
• Major new section on organisational change and stress
• New research on work stress and its management
• New Myth or Science? (‘When you’re working hard, sleep is optional’)
• New Ethical Choice (Manager and employee stress during organisational change)
• New feature! Personal Inventory Assessments (Tolerance of ambiguity scale)
• New Experiential Exercise (Strategising change)
• New Case Study (When companies fail to change)
\ xvii
PREFACE
Resources for educators and students

Additional material has been developed for both educators and students and is designed to
complement the textbook.
MYMANAGEMENTLAB FOR ROBBINS/JUDGE/MILLETT/BOYLE

ORGANISATIONAL BEHAVIOUR, EIGHTH EDITION
THE POWER OF PRACTICE.

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xviii /
PREFACE
MYMANAGEMENTLAB WWW.PEARSON.COM.AU/ROBBINS8
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\ xix
PREFACE
PERSONAL INVENTORY ASSESSMENTS (PIA)

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Exploring the Variety of Random
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With an exquisite dexterity of address the Countess contrived to
introduce an allusion to the situation of Penelope Primrose; and as
neither the young lady nor her aunt was in full possession of the
circumstances in which Mr Primrose was at that time, they both had
the impression on their minds that there was no other immediate
prospect for his daughter than the exertion of her own talents and
acquirements to provide her with the means of support. The worthy
rector had not as yet been long enough in the grave to give
Penelope an opportunity of feeling the difference of Mrs Greendale’s
manner towards her; but she had penetration enough to foresee
what must be her situation so long as she remained under the same
roof as her aunt. With the utmost readiness did she therefore listen
to the Countess, when speaking of the various employments to
which a young person situated as she was might turn her attention.
“Lord Smatterton,” said the Countess, “has frequently mentioned
the subject to me, and he recommends a situation in a private family.
There are certainly some advantages and some disadvantages in
such a situation: very much depends upon the temper and
disposition of almost every individual in the family. It is possible that
you may meet with a family consisting of reasonable beings, but it is
more than probable that you may have to encounter arrogance or
ignorance; these are not excluded from any rank.”
This language seemed to Penelope as an intimation that a school
would be a more desirable sphere in which to make profitable use of
her acquisitions. It was not for her to oppose any objections to the
implied recommendations of so good and so great a friend as her
ladyship; but she felt considerable reluctance to that kind of
employment, which she fancied had been suggested. Her reply was
embarrassed but respectful, intimating that she was ready to adopt
any mode of employment which the Countess might be pleased to
suggest. Her ladyship gave a smile of approbation to the
acquiescent disposition which the young lady manifested, and
added:
“If Miss Primrose could conquer a little feeling of timidity, which
might naturally enough be experienced by one so retired in her
habits, it would be possible for her, with her great vocal powers and
musical talent, not only to find means of maintenance, but to arrive at
a competent independence, by adopting the musical profession.
Then she would also enjoy the pleasure of good society. If such
arrangement be agreeable, I will most willingly charge myself with
providing the preparatory instruction under a distinguished professor.
What does my young friend think of such occupation?”
Had sincerity been the readiest road to the patronage and
friendship of the great, this question might have been very readily
and easily answered. But Penelope knew better than to suppose that
any advantage could arise from a direct opposition to the wishes of a
patron. Repugnant as she was to the proposal, she dared not to
whisper the least syllable of contradiction, on the ground of dislike, to
the profession; but after a blush of mortification, which the Countess
mistook for a symptom of diffidence, she replied:
“I fear that your ladyship is disposed to estimate rather too highly
the humble talents I may possess, and that I shall not answer the
expectations which so distinguished patronage might raise.”
The Countess was not altogether pleased with this shadow of an
objection; for it seemed to call in question her own discernment. She
therefore replied with some quickness:
“I beg your pardon, Miss Primrose: I have usually been considered
as something of a judge in these matters; and, if I do not greatly
mistake, you are peculiarly qualified for the profession; and, if you
would condescend to adopt my recommendation, I will be
answerable for its success.”
The Countess, with all her kindness and considerateness, had not
the slightest idea that there could be in a young person, situated as
Penelope, any feeling of pride or thought of degradation. But pride
was in being before titles were invented; and even republics, which,
in the arrogance of equality, may repel from their political vocabulary
all distinctions of fellow citizens, cannot eradicate pride from the
human heart. In a civilized country there is not perhaps an individual
to be found who is incapable of the sensation of degradation. Miss
Primrose thought it degrading to become a public singer; she felt that
it would be publishing to the world that she was not independent.
The world cares little about such matters. Right or wrong, however,
this feeling took possession of the young lady’s mind; and as pride
does not enter the mind by means of reasoning, it will not be
expelled by any process of ratiocination. For all this, however, the
worthy Countess could make no allowance; and it appeared to her
that if a young person were under the necessity of serving her
superiors in rank for the sake of maintenance, it signified very little
what mode of servitude were applied to.
There was also another consideration which weighed not a little
with the Countess, in almost insisting upon Miss Primrose’s adopting
the musical profession. Her ladyship was a distinguished patroness,
and a most excellent judge of musical talent; and there was a rival
patroness who had never yet been able to produce, under her
auspices, anything at all equal to Penelope Primrose. The
mortification or defeat of a rival is a matter of great moment to minds
of every description. Whenever there is the weakness of rivalry there
must be of necessity also the vanity of triumph, and to that
occasionally much will be sacrificed.
Mrs Greendale, who was present at this discussion, sided most
cordially with the Countess; but had the proposal come from any
other quarter, in all human probability it would have been resented
as an indignity. Penelope was also well aware that it was absolutely
necessary that she should leave the asylum in which so many of her
few days had been spent, and she therefore, with as good a grace
as her feelings permitted, gave assent to the proposal which the
Countess had made. And thereby her generous patroness was
softened.
The discussion of this question occupied no inconsiderable portion
of time, though we have not thought it necessary to repeat at length
the very common-place dialogue which passed on the subject. Our
readers must have very languid imaginations if they cannot supply
the omission for themselves. Suffice it to say, that the arguments
used by the Countess of Smatterton were much stronger than the
objections which arose in the mind of Penelope Primrose; and the
consideration of these arguments, backed by the reflection that she
had no other immediately available resource, determined the
dependent one to acquiesce in that which her soul abhorred. It was
all very true, as the amiable Countess observed, that an occupation
which introduced the person so employed to the notice and into the
saloons of the nobility, could not be essentially degrading; it was also
very true that there could be no moral objection to a profession
which had been ornamented by some of the purest and most
virtuous characters. All this was very true; but notwithstanding this
and much more than this which was urged by the Countess, still
Penelope did not like it. There is no accounting for tastes.
Some young ladies there are who think that, if they should be
situated as Penelope was, they would not suffer any inducement to
lead them to a compliance with such a proposal. They imagine that
no earthly consideration whatever should compel them to that which
they abhorred or disapproved. They cannot think that Penelope
deserved the title of heroine, if she could thus easily surrender her
judgment and bend her will to the dictation of a patroness. But let
these young ladies be informed, that in this compliance lay no small
portion of the heroism of Penelope’s character. She gained a victory
over herself; she did not gratify a pert self-will at the expense of
propriety and decorum, and she had no inclination to play the part of
a Quixote.
It is an easy thing for a young man to set himself up as
independent. The world with all its various occupations is before him.
He may engage in as many freaks as suit his fancy; he may dwell
and live where and how he pleases; but the case is widely different
with a young woman delicately brought up, respectably connected,
and desirous of retaining a respectable condition and the
countenance of her friends. She is truly dependent, and must
oftentimes sacrifice her judgment and feelings to avoid more serious
and important sacrifices.
Penelope used to talk about dependence while under the roof of
her benevolent and kind-hearted relative, now no more. But she felt
it not then, as she felt it when her uncle had departed from life. Then
it was merely a name, now it became a reality.
When the Countess had prevailed upon Penelope to give her
assent to the proposal of publicly displaying her musical talents, her
ladyship was in exceeding good humour; and when a lady of high
rank is in good humour, her condescension, her affability, her wit, her
wisdom, and whatever she pleases to assume or affect of the
agreeable and praiseworthy, are infinitely above all language of
commendation to such a person as Mrs Greendale. The widow
therefore was quite charmed with the exquisitely lady-like manners
of the Countess, astonished at her great good sense; and, had the
Countess requested it, Mrs Greendale herself would have become a
public singer.
While this negociation was going on at the castle at Smatterton,
another discussion concerning Penelope was passing at the rectory
at Neverden.
“Well, papa,” said Miss Darnley, “I took particular notice of
Penelope Primrose yesterday, and purposely mentioned the name of
Lord Spoonbill, to see whether it would produce any emotion, and I
did not observe anything that led me to suppose what you suspect.”
“Very likely, my child, you could not discern it. That was not a time
for the expression of any such feelings. Her thoughts were then
otherwise engaged. But I can say that, from what I have observed, I
have no reason whatever to doubt that her affections are not as they
were with respect to your brother. You know that Robert wrote to her
by the same conveyance which brought us a letter, and although I
gave every opportunity and hint I could to that purpose, Miss
Primrose did not mention having heard.”
“But, my dear papa,” replied Miss Darnley, still unwilling to think
unfavourably of so valued a friend as Penelope, “might not her
thoughts be otherwise engaged at the time, when you visited her; for
you recollect that your call was much sooner after Dr Greendale’s
death than our’s was.”
Mr Darnley smiled with a look of incredulity, and said, “You are
very charitable in your judgment, my dear, but I think in this instance
you extend your candour rather too far. I did not only observe
symptoms of alienation, but had, I tell you, almost a proof of the fact.
I went so far as to allude to her engagement and to offer our house
as an asylum; and her reply was, that she would be at the direction
of Lady Smatterton. Whether she be vain and conceited enough to
aspire to Lord Spoonbill’s hand, I will not pretend to say, but I am
abundantly convinced that she does not regard your brother with the
same affection that she did some time ago; and there certainly have
been symptoms to that effect in the course of her correspondence,
or Robert would never have used such language, or made such
enquiries as he has in his last letter. And I think it would be but an act
of kindness, or even of justice, to let your brother know what are our
suspicions.”
Now Mary Darnley, who was rather inclined to be blue-stockingish,
and had of course, a mighty admiration for wisdom, and learning,
and science, thought it not unlikely that if Penelope had changed her
mind, and transferred her affections to another, that other was more
likely to be Mr Kipperson than Lord Spoonbill. For, she reasoned, it
was not probable that a young woman so brought up as Penelope
had been, should be at all pleased with a character so profligate as
Lord Spoonbill was generally supposed to be. Then Mr Kipperson,
though he was double Penelope’s age, yet was a very agreeable
man, and far superior to the common run of farmers; and he was a
man of very extensive information and of great reading. The
reasoning then went on very consequentially to prove, that as
Penelope loved reading, and as Mr Kipperson loved reading,
therefore Penelope must love Mr Kipperson. This perhaps was not
the best kind of reasoning in the world, yet it might do in default of a
better to support a theory.
The truth of the matter is, that Miss Mary Darnley herself was a
little disposed to admire Mr Kipperson, in virtue of his literary and
scientific character; and the truth also is, that Mr Kipperson had
really manifested symptoms of admiration towards Penelope
Primrose; and last, but not least, is the truth, that Miss Mary Darnley
was somewhat inclined to be jealous of the attention which the
literary and scientific Mr Kipperson had recently paid to Miss
Primrose.
This theory of Miss Mary Darnley seemed the most plausible, and
it was therefore adopted by her mother and sisters, and by them it
was unanimously concluded that Penelope was not unfavourable to
the suit of Mr Kipperson; and then they thought that the young lady
had behaved, or was behaving very ill to their brother; and then they
thought that their brother might do much better for himself; and then
they thought that Mr Kipperson was at least fifty, though till then it
had been the common opinion that he was but forty; and then they
thought that no dependence could be placed on any one; and then
they made many wise remarks on the unexpectedness of human
events, not considering that the experience of millions, and the
events of centuries, have conspired to shew that events take any
other direction than that which is expected. Ann Darnley was sorry
for it, Martha laughed at it, and Mary was angry with it.
As for Mr Darnley himself, he was not much moved; but he could
not admit of the idea that he was wrong in his conjecture that Miss
Primrose was partial to Lord Spoonbill, therefore he could not see
the force of the reasoning which went to prove, that the transfer of
Penelope’s affections was not from Robert Darnley to Lord
Spoonbill, but to Mr Kipperson.
“Beside,” said Mr Darnley, “is it likely that a young woman of such
high notions as Miss Primrose should think of accepting an offer
from Mr Kipperson, who, though he is a man of property and of
literary taste, is still but a farmer, or agriculturist. It is far more likely
that the vanity of the young lady should fix her hopes on Lord
Spoonbill, especially if his lordship has paid her, as is not unlikely,
very marked attentions.”
Although in the family at the rectory of Neverden there was
diversity of opinion as to the person on whom Miss Primrose had
placed her affections, there was at least unanimity in the feeling and
expression of disapprobation. And, in pursuance of this feeling, there
was a diminution, and indeed nearly a cessation of intercourse
between the parties. Many days passed away, and no message and
no visitor from Neverden arrived at Smatterton.
This was deeply and painfully felt by Penelope, and the more so
as it was absolutely impossible for her to ask an explanation. Indeed,
she concluded that no explanation was wanting; the fact that no
letter had been received for so long time, and the circumstance of
the coldness and change in the manners of the young ladies at
Neverden, were sufficient manifestations to Penelope that, for some
cause or other, there was a change in the mind of Robert Darnley
towards her. Then in addition to these things was the reflection, that
she had allowed herself to be persuaded contrary to her own
judgment to adopt the profession of music as a public singer, or at
least as a hired performer. Thus, in a very short time, she was
plunged from the height of hope to the depth of despair. A little while
ago she had been taught to entertain expectations of her father’s
return to England in a state of independence; she had also reason to
hope that, the lapse of a few months, there might come from a
distant land one for whom she did entertain a high esteem, and who
should become her guardian, and guide, and companion through life.
A little while ago also, she had in the society and sympathy of her
worthy and benevolent uncle, Dr Greendale, a refuge from the
storms of life, and some consolation to enable her to bear up aright
under the pressure of life’s evils, its doubts and its fears. All these
hopes were now vanished and dispersed, and she left to the mercy
of a rude world. Her best benefactor was in his grave, and those very
agreeable and pleasant companions in whom he confided as in
relatives, and more than sisters, they also had deserted her. It
required a great effort of mind to bear up under these calamities. Her
mind however had been habituated to exertion, and it had gained
strength from the efforts which it had formerly made; but still her
constitution was not stoical; she had strong and deep feelings. It was
with some considerable effort that she did not yield so far to the
pressure of present circumstances as to lose all elasticity of mind
and to relinquish all love of life. And pity itself need not seek and
cannot find an object more worthy of its tears than one living, who
has lost all relish for life, and ceased to enjoy its brightness or to
dread its darkness.
CHAPTER X.
Some few weeks after Penelope had given her consent to the
arrangement suggested by the Countess of Smatterton, the family at
the castle took their departure for London. Her ladyship did not forget
her promise of providing Miss Primrose with the means of cultivating
and improving her natural talents; but, in a very few days after
arriving in town, negociations were entered into and concluded with
an eminent professor to take under his tuition a young lady
patronized by the Countess of Smatterton.
Great compliments of course were paid to the judgment of the
Countess, and high expectations were raised of the skill and power
of this new vocal prodigy; for countesses never patronize anything
but prodigies, and if the objects of their patronage be not prodigies
by nature, they are very soon made so by art and fashion.
Now the Countess of Smatterton was really a good judge of
musical excellence; her taste was natural, not acquired or affected
as a medium of notoriety, or a stimulus for languid interest in life’s
movements. And when her ladyship had a musical party, which was
indeed not unfrequently, there was not one individual of the whole
assemblage more really and truly delighted with the performances
than herself, and few perhaps were better able to appreciate their
excellence.
At this time but few families were in town, and the winter
assortment of lions, and prodigies, and rages, was not formed or
arranged. Lady Smatterton would have been best pleased to have
burst upon the assembled and astonished world at once with her
new human toy. But the good lady was impatient. She wished to
enjoy as soon as possible the pleasure of exhibiting to her friends
and neighbours and rivals the wonderful talents of Penelope
Primrose. As soon therefore as arrangements could be made with
the professor who was destined to be the instructor of Miss
Primrose, a letter was despatched to Smatterton, desiring the young
lady to make as much haste as possible to town.
This was indeed a sad and painful trial to Penelope. Little did she
think that the plan was so soon to be put in force to which she had
given her reluctant assent. It seemed inconsiderate in her ladyship to
remove Penelope from Mrs Greendale so very soon; not that the
young lady had any very great reluctance to part from Mrs
Greendale; but as she had some reluctance to make the journey to
London for the object which was in view, she felt rather more than
otherwise she would have done the inconvenience to which it
necessarily put her aunt. Having therefore shewn Lady Smatterton’s
letter to the widow, she expressed her concern that the Countess
should be so very hasty in removing her, and said, that if her aunt
wished it she would take the liberty of writing to her ladyship,
requesting a little longer indulgence, that she might render any
assistance which might be needed under present circumstances.
Some persons there are who never will and who never can be
pleased: Mrs Greendale was one of them. Instead of thanking
Penelope for her considerate and kind proposal, her answer was:
“Indeed, Miss Primrose, I think you would be acting very
improperly to question Lady Smatterton’s commands. I know not
who is to provide for you, if you thus turn your back upon your best
friends. I can assure you I have no great need of any of your
assistance, which I dare say you would not be so ready to offer if it
did not suit your own convenience.”
To repeat much such language as this would be wearisome.
Suffice it to say, that there was no form of expression which
Penelope could use, nor any line of conduct which she could
propose, which Mrs Greendale was not ingenious enough to carp at
and object to. It may then be easily imagined that the situation of our
heroine was not much to be envied; nor will it be supposed that she
felt any great reluctance to leave such a companion and friend as
this. With the best grace imaginable, therefore, did Penelope prepare
for yielding obedience to Lady Smatterton’s commands; but it was
still with a heavy heart that she made preparation for her journey.
Before her departure it was absolutely and indispensably
necessary that she should go through the ceremony of taking leave
of her friends. Of several persons, whose names are not here
recorded, Penelope Primrose took leave, with expressions of mutual
regret. There was however no embarrassment and no difficulty in
these cases. When, however, she prepared to take leave of her
friends at Neverden, the case was widely different. Then arose much
perplexity, and then her heart felt such a bitter pang. It was probable
that this would be a final leave. The Darnleys never visited London,
or at least not above once in twenty years. They had recently looked
coldly upon her, and had partially neglected her. It was contrary to
their general practice to act capriciously; there certainly must be a
motive for their behaviour, and what could that motive be but a
change in the intentions of Robert Darnley with respect to herself.
The ground of that change she was at a loss to determine. At all
events she must call and take leave of them.
In pursuance of this determination, Penelope Primrose took, not
the earliest, but the latest opportunity of calling upon Mr Darnley and
the family at Neverden rectory; for it would not be very pleasant to
remain any time in the neighbourhood after a cool and unfriendly
separation from those with whom so many of her pleasantest hours
had been spent, and with whose idea so many of her hopes had
been blended. When she called, the whole family was at home. Her
reception was by no means decidedly unkind, or artificially polite.
There was always indeed a degree of stateliness in the manner of
Mr Darnley, and that stateliness did not appear any less than usual,
nor did it appear quite so tolerable as on former days and on former
occasions.
In the young ladies, notwithstanding their general good sense and
most excellent education, there was towards Penelope that kind of
look, tone, and address, which is so frequently adopted towards
those who once were equals, and whom misfortune has made
inferiors. Those of our readers who cannot understand us here we
sincerely congratulate.
It had been made known to Mr Darnley for what purpose Miss
Primrose was making preparations for a journey to London. But,
though the fact had been communicated, the reason for that step
had not been mentioned; not a word had been said concerning the
pressing importunity of the Countess; nor was there any notice taken
to him of the reluctance with which Penelope had consented to this
arrangement. It appeared therefore to Mr Darnley that the measure
was quite in unison with the young lady’s own wishes; nor did he see
how incongruous such a movement as this must be with his
suspicions of the aspiring views of his late friend’s niece. At all
events, this proceeding on the part of Miss Primrose appeared to
him, and very naturally so, as a tacit relinquishment of the
engagement with his son: as it was impossible for her not to know
how repugnant it must be to the feelings and taste of Mr Robert
Darnley. But as the elder Mr Darnley held the clerical office, of the
sanctity and dignity of which he had very high ideas, he thought it but
part of his duty to administer a word or two of exhortation to the
young lady about to embark in a concern of such a peculiar nature.
Now to render exhortation palatable, or even tolerable, requires a
very considerable share of address and dexterity, more indeed than
usually falls to the lot of clerical or of laical gentry. It is easy enough
to utter most majestically and authoritatively a mass of common
places concerning the dangers to which young people are exposed
in the world. It is easy to say, “Now let me advise you always to be
upon your guard against the allurements of the world, and to conduct
yourself circumspectly, and be very, very attentive to all the proper
decorums and duties of your station.” Such talk as this anybody may
utter; and when young people commence life, they expect to hear
such talk; and for the most part, to say the best of it, it produces no
effect, good, bad, or indifferent. It is also easy to render exhortation
painful and distressing, by making it assume the form of something
humiliating and reproachful; and when it has also a reference to
some departed friend, or to circumstances once bright, but now
gloomy, and when these references are founded on injustice, and
when this injustice cannot be refuted or rectified without some
explanation or explanations more painful still, then it is that
exhortation is doubly painful and distressing. So fell upon the ear
and heart of poor Penelope the exhorting language of Mr Darnley.
When Penelope had first entered the apartment she had
announced the purpose of her call, and had, by the assistance of the
Darnleys, stated the views with which she was going to London: for
so reluctant was she to mention the fact, that its annunciation was
almost extorted from her by those who knew beforehand what were
her intentions. After a very little and very cold common-place talk,
uttered merely from a feeling of the necessity of saying something,
the conversation dropped, and the parties looked awkwardly at one
another. Then did Mr Darnley, assuming a right reverend look,
address himself to Miss Primrose.
“Now, Miss Primrose, before we part, let me as your friend, and as
a friend of your late uncle, give you a little parting advice. I am sorry
that you have determined on taking this step, and had you
condescended to consult me on the subject, I certainly should have
dissuaded you from the undertaking. But, however, that is past.
Though I rather am surprised, I must acknowledge that, recollecting
as you must, how strongly your late worthy uncle used to speak
against this pursuit, you should so soon after his decease resolve to
engage in it. But, however, you are perfectly independent, and have
a right to do as you please. I do not say that in this pursuit there is
anything inconsistent with religion and morality. I would by no means
be so uncharitable. But I should have thought, Miss Primrose, that,
considering your high spirit, you would hardly have condescended to
such an employment; for I may call it condescension, when I
consider the prospects to which you were born: but those, I am sorry
to say, are gone. As you have then fully resolved upon thus making a
public display of your musical talents, which, for anything I know to
the contrary, may be of the highest order—for I do not understand
music myself—you will perhaps excuse me if, as a friend of your late
uncle, and really a well-wisher to yourself, I just take the liberty to
caution you against the snares by which you are surrounded.
Beware of the intoxications of flattery, and do not be unduly
distressed if you should occasionally in the public journals be made
the subject of ill-natured criticism. For I understand there are many
young and inexperienced writers who almost regularly assail by
severe criticism public performers of every kind; and they make use
of very authoritative language. Now this kind of criticism would be
very offensive to a person who was not aware that it is the
production of ignorant, conceited boys. I was once acquainted with a
young man who made acknowledgments to me that have given me a
very different view of the critical art from that which I formerly
entertained. But, my good young lady, there are severer trials which
await you than these: you will be very much exposed to the society
of the vicious and dissipated. You will have need of all your caution
and circumspection to take care that your religious and moral
principles be not weakened or impaired. I do not say, indeed, that
your profession is to be esteemed irreligious or immoral; but it
certainly is exposed to many snares, and does require an unusual
share of attention. I hope you will not neglect to attend church
regularly and punctually. It will assuredly be noticed if you neglect
this duty. Many will keep you in countenance should you be disposed
to slight the public ordinances of religion; but there are also not a few
who patronize public musical performances, and who also attend on
religious worship: it is desirable therefore to let these persons see
that you are also attentive to the duties of religion, I must add, Miss
Primrose, that I am concerned to find you so bent upon this scheme.
It would have given me great pleasure, had all things proceeded
rightly, to afford you an asylum in this house till the return of your
father, or till any other change had rendered such accommodation no
longer necessary. But, as circumstances now are, this cannot be.”
It is easy to conceive what effect such language as this must have
had on the sensitive mind and almost broken heart of Penelope
Primrose. It is very true that, in this address to her, Mr Darnley had
no malicious or cruel intention, though every sentence which he
uttered grieved her to the very soul. Well was it for Penelope that
she was partly prepared for something of this kind, and that her
sorrows had crept upon her gradually. Therefore she bore all this
with a most enduring patience, and never attempted to make any
explanation or apology otherwise than by meekly and calmly replying
to the elaborate harangue of Mr Darnley:
“I thank you, sir, for your advice; I hope and trust I shall attend to it;
but I wish you to understand that I am not acting purely according to
my own inclinations in adopting this employment. I am sorry that I
am under the necessity—”
The sentence was unfinished, and the tone in which it was uttered
excited Mr Darnley’s compassion: but he thought it very strange that
Miss Primrose should express any reluctance to engage in a pursuit
which, according to all appearance, she had voluntarily and
unnecessarily adopted. The young ladies also were very sorry for
her, but still they could not help blaming her mentally for her
fickleness towards their brother; for they were sure that he was
attached to her, and they plainly saw, or at least thought they saw,
that she had withdrawn her affections from him. Penelope also was
very well convinced, by this interview with the family, that all her
hopes of Robert Darnley were gone.
To avoid any farther unpleasantness, she then took leave of her
late friends, and, with a very heavy heart, returned to Smatterton to
make immediate preparation for her journey to London. Alas! poor
girl, she was not in a frame of mind favourable to the purposes of
festivity or the notes of gladness. She, in whose heart was no
gladness, was expected to be the means of delighting others. Thus
does it happen, that the tears of one are the smiles of another, and
the pleasures of mankind are founded in each others pains. Never
do the burning words and breathing thoughts of poetry spring with
such powerful energy and sympathy-commanding force, as when
they come from a heart that has felt the bitterness of grief, and that
has been agitated even unto bursting.
Our heroine would then have appeared to the greatest advantage,
and would then have commanded the deepest sympathy in those
moments of solitude, which intervened between the last leave-taking
and her departure for a metropolis of which she had seen nothing,
heard much, and thought little. But now her mind was on the rack of
thought, and so deeply and painfully was it impressed, that her
feeling was of the absolute impossibility of effectually answering the
designs and intentions of her friend the Countess. She could not
bear to look back to the days that were past—she felt an
indescribable reluctance to look forward, but her mind was of
necessity forced in that direction. All that spirit of independence and
feeling of almost pride, which formed no small part of her character,
seemed now to have taken flight, and to have left her a humble,
destitute, helpless creature. It was a pretty conceit that came into her
head, and though it was sorrowful she smiled at it; for she thought
that her end would be swanlike, and that her first song would be her
last, with which she should expire while its notes were trembling on
her lips.
CHAPTER XI.
It was not very considerate of the Countess of Smatterton to let a
young lady like Penelope Primrose take a long and solitary journey
of two hundred miles in a stage-coach without any guide,
companion, or protector. The Earl had a very ample supply of
travelling apparatus, and it would have been quite as easy to have
found room for Penelope in one of the carriages when the family
travelled up to town. But they who do not suffer inconveniences
themselves, can hardly be brought to think that others may.
Penelope felt rather mortified at this neglect, and it was well for her
that she did, as it was the means of taking away her attention from
more serious but remoter evil. It was also productive of another
advantage; for it gave Mr Kipperson an opportunity of exhibiting his
gallantry and politeness. For, the very morning before Penelope was
to leave Smatterton, Mr Kipperson called in person on the young
lady, and stated that imperious business would compel him to visit
the metropolis, and he should have infinite pleasure in
accompanying Miss Primrose on her journey, and perhaps that might
be more agreeable to her than travelling alone or with total
strangers. Penelope could not but acknowledge herself highly
obliged by Mr Kipperson’s politeness, nor did she, with any
affectation or foolery, decline what she might perhaps be compelled
to accept. On the following morning, therefore, Miss Primrose,
escorted by Mr Kipperson, left the sweet village of Smatterton. That
place had been a home to Penelope from almost her earliest
recollections, and all her associations and thoughts were connected
with that place, and with its little neighbour Neverden. Two hundred
miles travelling in a stage-coach is a serious business to one who
has hardly ever travelled but about as many yards. It is also a very
tedious affair even to those who are accustomed to long journies by
such conveyance. In the present instance, however, the journey did
not appear too long to either of our travellers. For Penelope had
looked forward to the commencement of her journey with too much
repugnance to have any very great desire for its completion, and Mr
Kipperson was too happy in the company of Miss Primrose to wish
the wheels of time, or of the coach, to put themselves to the
inconvenience of rolling more rapidly than usual on his account. It
was also an additional happiness to Mr Kipperson that there were in
the coach with him two fellow travellers who had long heard of his
fame, but had never before seen his person; and when they
discovered that they were in company with the great agriculturist,
and the great universal knowledge promoter, Mr Kipperson, they
manifested no small symptoms of satisfaction and admiration.
Now the mind of the scientific agriculturist was so constructed as
to experience peculiar pleasure and delight at aught which came to
his ear in the form of compliment and admiration. And, when Mr
Kipperson was pleased, he was in general very eloquent and
communicative; and he informed his fellow travellers that he was
now hastening up to London on business of the utmost importance.
He had received despatches from town, calling him up to attend the
House of Commons, and to consult with, or rather to advise, certain
committees connected with the agricultural interest. And he, the said
Mr Kipperson, certainly could not decline any call which the deeply
vital interests of agriculture might make upon him. Thereupon he
proceeded to shew that there was no one individual in the kingdom
uniting in himself those rare combinations of talent, which were the
blessing and distinction of the celebrated Mr Kipperson of
Smatterton; and that if he should not pay attention to the bill then
before the House, or at least likely to be before the House, by the
time he should arrive in London, the agricultural interest must be
completely ruined; there could be no remunerating price, and then
the farmers would throw up their farms and leave the country, taking
with them all their implements, skill, forethought, and penetration;
and then all the land would be out of cultivation, and the kingdom
would be but one vast common, only maintaining, and that very
scantily, donkeys and geese.
When the safety of a nation depends upon one individual, that
individual feels himself very naturally of great importance. But
perhaps this is a circumstance not happening quite so often as is
imagined. Strange indeed must it be that, if out of a population of ten
or twelve millions, only one or two can be found on whose wisdom
the state can rely, or from whose councils it can receive benefit. But
as the pleasure of imagining one’s self to be of importance is very
great, that pleasure is very liberally indulged in. And thus the number
of those rarities, called “the only men in the world,” is considerably
increased. Now Mr Kipperson was the only man in the world who
had sagacity and penetration enough to know wherein consisted the
true interest of agriculture; and he was most happy in giving his time
and talents to the sacred cause of high prices. Enough of this: we do
not like to be panegyrical, and it is very probable that our readers will
not be much disappointed if we protest that it is not our intention to
enter very deeply into the subject of political economy. Indeed were
we to enter very deeply into the subject with which Mr Kipperson was
intimate, we should be under the necessity of making an
encyclopedia, or of plundering those already made, beyond the
forbearance of their proprietors.
That must be an exceedingly pleasant mode of travelling which
does not once, during a very long journey, provoke the traveller to
wish himself at his journey’s end. Pleased as was Mr Kipperson at
the opportunity afforded him of behaving politely to Miss Primrose,
and gratified as he was by the respectful veneration with which his
two other fellow travellers received the enunciations of his oracular
wisdom; fearful as was Penelope that her new life would be the
death of her, and mourning as she was under the actual loss of one
most excellent friend, and contemplating the possible loss of others,
still both were pleased to be at their journey’s end.
It would have given Mr Kipperson great pleasure to accompany
Miss Primrose to the Earl of Smatterton’s town residence; but it gave
him much greater pleasure to be able to apologize for this apparent
neglect, by saying that business of a most important nature
demanded his immediate attendance in the city, and from thence to
the House of Commons; but that he should have great pleasure in
calling on the following morning to make enquiries after his fellow
traveller, and to pay his respects to his worthy and right honorable
neighbour, Lord Smatterton. For although my Lord Smatterton was
what the world calls a proud man, yet he did admit of freedom and a
species of familiarity from some sort of people; and a little freedom
with a great man goes a great way with a little man. Now Mr
Kipperson was one of those persons to whom the Earl of Smatterton
was most graciously condescending, and with good reason was he
condescending; for this said Mr Kipperson, wishing to keep up the
respectability of the farming profession, and though being much of a
tenant, and a little of a landlord, but hoping in due time to be more of
a landlord through an anticipated inheritance, he gave all his mind to
impress upon his agricultural neighbours the importance of keeping
up prices, and he paid no small sum for the farm which he tenanted
under the Earl of Smatterton. It may be indeed said with some
degree of truth, that he paid Lord Smatterton exceedingly well for his
condescension; and as his lordship was not much exposed to Mr
Kipperson’s invasions in London, he bore them with great
resignation and address when they did happen. The Countess also
was condescending to Mr Kipperson, being very sensible of his
value to the Smatterton estate; so that the great and scientific
agriculturist appeared to visit this noble family on terms of equality;
and it is a fact that he thought himself quite equal, if not rather
superior, to the Smatterton nobleman. It was a pleasure to Mr
Kipperson to enjoy this conceit; and it did no one any injury, and it is
a pity that he should be disturbed in the possession of the fancy.
The nobility do not act judiciously when they admit of any other
token of distinction than actual rank. When once they adopt any
fanciful distinction from fashion, or ton, or impudence, for they are
nearly the same, the benefit of the civil distinction is at once
renounced, and there is no established immoveable barrier against
innovation. A merchant, or the son of a merchant, may by means of
an imperturbable self-conceit, or by force of commanding
impudence, push himself up into the highest walks of life, and look
down upon nobility. Though the biographer of a deceased statesman
may express his lament that nobility does not admit talent ad
eundem, yet there is danger lest nobility should hold its hereditary
honors with too light a hand. Lord Smatterton indeed was not guilty
of neglecting to preserve upon his own mind, or endeavouring to

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