(BQ) Part 2 book Fundamentals of management has contents: Leadership, motivating employees, understanding groups and teams, foundations of control, managing change.
www.downloadslide.com PART LEADING CHAPTER Leadership www.downloadslide.com 8.1 Tell How leaders and managers differ? p 216 Explain What charismatic 8.4 and transformational leaders do? p 223 LEARNING OBJECTIVES Describe How contingency theories 8.3 of leadership improve our understanding of leadership? p 220 Define What trait and behav8.2 ioural theories tell us about leadership? p 217 8.5 Explain What are some current issues in leadership? p 226 When Rossana Di Zio Magnotta first started Vaughan, Ontario–based Think About It Festa Juice with her husband Gabe, the company sold imported grape What does it mean to be a leader juice to people who were making wine at home.1 A scientist by training, for today’s organizations? Put yourMagnotta helped with the technical side of the business by applying self in Rossana Di Zio Magnotta’s biochemistry and microbiology to winemaking Her intention was to shoes: What kinds of challenges does she face as a leader in the offer free advice about winemaking to her customers, even testing some winery business? of their samples to see how they could improve their wine Magnotta’s scientific background did not impress her customers, however, who were mainly first-generation Italian and Portuguese men They had trouble believing a Canadian woman (even if she had Italian ancestry) could possibly know how to make wine “They would say they were ‘born in the grapes,’ and start talking to me about the old country,” she said Rather than feel undermined by the questioning of her winemaking ability, Magnotta decided to win over her customers by writing a step-bystep guide to winemaking, “Making Wine the Festa Way.” The booklet was translated into Italian and Spanish, and was given away to every Festa Juice purchaser Because of the helpful advice Magnotta provided, it was not too long before customers started asking the company to sell wine, rather than juice and advice After much consideration, the husband and wife team decided to buy Charal Winery, which had a license and a few pieces of equipment, although no land They renamed the company Magnotta Winery and 215 www.downloadslide.com 216 PAR T 4 | L EA DI NG launched their new business in late 1990 The business has been very successful and is now the third-largest winery in Ontario Its net earnings were $2.6 million on net sales of $24 million for the year ending January 31, 2009 The winery has received over 3000 awards and has also been voted one of Canada’s 50 Best Managed Companies eight years in a row, starting in 1999 Why is leadership so important? Because leaders in organizations are the ones who make things happen If leadership is so important, it is only natural to ask: What differentiates leaders from nonleaders? What is the most appropriate style of leadership? What can you if you want to be seen as a leader? In this chapter, we try to answer these and other questions about what it means to be a leader MANAGERS VS LEADERS 8.1 Let us begin by clarifying the distinction between managers and leaders Leadership and management are two terms that are often confused and typically viewed as separate What is the difference between them? Manager and leaders act in different but complementary ways Leaders cope with change so as to transform organizations, while managers cope with the complexity of keeping organizations running effectively and efficiently As organizations deal with much more rapid change, management and leadership are seen as integrated roles rather than separate functions.2 Exhibit 8-1 illustrates the basic distinction between managers and leaders Leaders provide vision and strategy to the organization; managers implement that vision and strategy, coordinate and staff the organization, and handle day-to-day problems Leadership is the process of influencing individuals or groups toward the achievement of goals Can managers be leaders? Should leaders be managers? Because no one yet has shown that leadership ability is a handicap to a manager, we believe that all managers should Tell How leaders and managers differ? EXHIBIT 8-1 Distinctions Between Managers and Leaders Managers Leaders Planning and budgeting Creating a vision and setting direction Who is going to it? Organizing and staffing Aligning people to the vision How can we make it happen? Controlling and problem solving Motivating people What is to be done? Source: Reprinted with permission from “What Leaders Really Do” by John P Kotter Harvard Business Review May 1990 Copyright © 1990 by Harvard Business Publishing; all rights reserved www.downloadslide.com CHAP T ER 8 | LEADERSHIP 217 ideally be leaders One of the major functions of management is to lead However, not all leaders have the capabilities or skills of effective managers, and thus not all leaders should be managers An individual who can set vision and strategy is not necessarily able to plan, organize, and control Mark Henderson, president and CEO of Ericsson Canada, believes that “managers and leaders don’t have all the answers, but strong leadership seems to utilize the knowledge of the employees and the collective power of their motivation and experience.”3 EARLY LEADERSHIP THEORIES Define When Rossana Di Zio Magnotta and her husband, Gabe, decided to start What Magnotta Winery, their intention was to sell their wine through the Liquor trait and behavControl Board of Ontario (LCBO).4 8.2 ioural theories Their timing for the opening of the tell us about Think About It business could not have been worse leadership? The economy was in the midst of a A president and CEO of any downturn As Magnotta explains, “On company has to manage December 7, 1990, we opened up shop and people effectively Are there immediately got hit with the recession that was specific traits or behaviours rolling across the country.” At the same time, the LCBO that leaders such as Rossana informed Magnotta and her husband that there was no Di Zio Magnotta should room in the stores to shelve Magnotta wine These have? obstacles had not been part of their business planning Magnotta and her husband ended up waging a 10-year battle with the LCBO She explains, “We had no choice; it was either fight or die.” Leadership has been of interest since the early days of people gathering together in groups to accomplish goals However, it was not until the early part of the twentieth century that researchers began to study leadership These early leadership theories focused on the leader (trait theories) and how the leader interacted with his or her group members (behavioural theories) Trait Theories Leadership research in the 1920s and 1930s focused on leader traits—characteristics that might be used to differentiate leaders from nonleaders The intent was to isolate traits that leaders possessed and nonleaders did not Some of the traits studied included physical stature, appearance, social class, emotional stability, fluency of speech, and sociability Despite the best efforts of researchers, it proved to be impossible to identify a set of traits that would always differentiate leaders (the person) from nonleaders Maybe it was a bit optimistic to think that there could be consistent and unique traits that would apply universally to alll effective leaders, whether they were in charge of Toyota Motor Corporation, thee Moscow Ballet, Ted’s Outfitters Shop, or Queen’s University However, more re recent attempts to identify traits consistently associated with leadership (the process, not the person) have been more successful Eight traits associated with effective leadership include drive, the desire to lead, honesty and integrity, self-confidence, cognitive and emotional intelligence, job-relevant knowledge, and extroversion.5 These traits are briefly described in Exhibit 8-2 me of Think naabgoeurts syoou have the ma tered How did encoun traits affect their r they were whethed or bad goo gers? mana leader leadership Someone who can influence others and provide vision and strategy to the organization The process of influencing individuals or groups toward the achievement of goals www.downloadslide.com 218 PAR T 4 | L EA DI NG EXHIBIT 8-2 Eight Traits Associated with Leadership Drive Leaders exhibit a high effort level They have a relatively high desire for achievement; they are ambitious; they have a lot of energy; they are tirelessly persistent in their activities; and they show initiative Desire to lead Leaders have a strong desire to influence and lead others They demonstrate the willingness to take responsibility Honesty and integrity Leaders build trusting relationships between themselves and followers by being truthful or nondeceitful and by showing high consistency between word and deed Self-confidence Followers look to leaders for an absence of self-doubt Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of their goals and decisions Cognitive intelligence Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information, and they need to be able to create visions, solve problems, and make correct decisions Emotional intelligence Leaders need to be aware of their emotions and those of others, and they need to be able to use those emotions effectively when making decisions Job-relevant knowledge Effective leaders have a high degree of knowledge about the company, industry, and technical matters In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions Extroversion Leaders are energetic, lively people They are sociable, assertive, and rarely silent or withdrawn Sources: S A Kirkpatrick and E A Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive May 1991, pp 48–60; and T A Judge, J E Bono, R Iiies and M Werner, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, Aug 2002, pp 765–780 Researchers have begun organizing traits around the Big Five personality framework.6 They have found that most of the dozens of traits that emerged in various leadership reviews fall under one of the Big Five personality traits (extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience) This approach has resulted in consistent and strong support for traits as predictors of leadership Conservative MP Steven Fletcher (Charleswood–St James–Assiniboia, Manitoba) is driven to be a leader Left a quadriplegic after a car accident when he was 23, Fletcher was determined to take charge of his life He won his first political campaign to become president of the University of Manitoba Students’ Union He later became president of the Progressive Conservative Party of Manitoba When he was elected MP, he defeated his riding’s incumbent Liberal candidate Fletcher says many of his constituents are not aware that he is quadriplegic until they meet him www.downloadslide.com CHAP T ER 8 | LEADERSHIP 219 Researchers agreed that traits alone were not sufficient to explain effective leadership, because explanations based solely on traits ignored the interactions of leaders and their group members as well as situational factors Possessing the appropriate traits only made it more likely that an individual would be an effective leader Therefore, leadership research from the late 1940s to the mid-1960s concentrated on the preferred behavioural styles that leaders demonstrated Researchers wondered whether there was something unique in what effective leaders did—in other words, in their behaviour Behavioural Theories of leadership identify behaviours that differentiate effective leaders from ineffective leaders Researchers hoped that the behavioural theories approach would provide more definitive answers about the nature of leadership than did the trait theories Studies on thousands of leadership behaviours distilled down to two main aspects: peopleoriented and task-oriented behaviours.7 Behavioural theories The University of Iowa studies (conducted by Kurt Lewin and his associates) explored three leadership styles.8 The autocratic style describes a leader who tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation The democratic style describes a leader who tends to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees The laissez-faire style describes a leader who generally gives the group complete freedom to make decisions and complete the work in whatever way it sees fit Aaron Regent, president and CEO of Barrick Gold Corporation, believes that “sometimes leadership is about leading, sometimes it’s about following, and sometimes it’s just about getting out of the way.”9 Lewin and his associates researched which one of the three leadership styles was most effective Their results seemed to indicate that the democratic style contributed to both good quantity and quality of work Had the answer to the question of the most effective leadership style been found? Unfortunately, it was not that simple Later studies of the autocratic and democratic styles showed mixed results The democratic style sometimes produced higher performance levels than the autocratic style, but at other times it produced lower or equal performance levels More consistent results were found, however, when a measure of subordinate satisfaction was used Group members’ satisfaction levels were generally higher under a democratic leader than under an autocratic one.10 To learn more about your leadership style, see Assess Your Skills—What’s My Leadership Style? on pages 236–238 at the end of the chapter Now leaders faced a dilemma! Should they focus on achieving higher performance or on achieving higher member satisfaction? This recognition of the dual nature of a leader’s behaviour—that is, focusing on the task and on the people—was a key characteristic of successful leaders Behavioural studies support the idea that people-oriented behaviours are related to follower satisfaction, motivation, and leader effectiveness, while production-oriented behaviours are slightly more strongly related to performance by the leader, the group, and the organization UNIVERSITY OF IOWA STUDIES Interpret behavioural theories democratic style laissez-faire style Leadership theories that identify behaviours that differentiate effective leaders from ineffective leaders A leadership style where the leader tends to involve employees in decision making, delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees A leadership style where the leader tends to give the group complete freedom to make decisions and complete the work in whatever way it sees fit autocratic style A leadership style where the leader tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation www.downloadslide.com 220 PAR T 4 | L EA DI NG CONTINGENCY THEORIES OF LEADERSHIP Describe How contingency theories of leadership 8.3 improve our understanding of leadership? what Do yoaudkenroshwip style your le hat impact is? W ur style have might yoow you lead? on h Contingency theories of leadership developed after it became clear that identifying traits or key behaviours was not enough to understand what made good leaders Contingency researchers considered whether different situations required different styles of leadership To illustrate how situations might affect the ability to lead, consider the fate of an American who was recruited to run Canadian companies Successful Texas oilman J P Bryan was given two chances to restore profitability at Canadian companies—Gulf Canada Resources (now ConocoPhillips) and Canadian 88 Energy (which later became Esprit Exploration)—and failed in both attempts.11 This example suggests that one’s leadership style may need to be adjusted for differTh ent companies and employees, and perhaps even for different countries, an observaen tion consistent with research findings that not all leaders can lead in any situation.12 ti In this section, we examine two contingency theories of leadership—Hersey and Blanchard’s Situational Leadership® and path-goal theory Both of these theories B focus on the relationship of the leader to followers, and there is broad support for the idea that this relationship is important.13 Each theory attempts to answer if-then contingencies (that is, if this is the situation, then this is the best leadership style to use) Hersey and Blanchard’s Situational Leadership® Paul Hersey and Ken Blanchard developed a leadership theory that has gained a strong following among management development specialists.14 This contingency theory of leadership, called Situational Leadership® (SL), focuses on followers’ readiness Hersey and Blanchard argue that successful leadership is achieved by selecting the right leadership style, which is contingent on the level of the followers’ readiness Before we proceed, we need to clarify two points: Why a leadership theory focuses on the followers, and what is meant by the term readiness The emphasis on the followers in leadership effectiveness reflects the reality that the followers are the ones who accept or reject the leader Regardless of what the leader does, effectiveness depends on the actions of his or her followers This fact is an important dimension that has been overlooked or underemphasized in most leadership theories Readiness, as defined by Hersey and Blanchard, refers to the extent to which people have the ability and willingness to accomplish a specific task SL uses the same two leadership dimensions that Fred Fiedler, a psychologist at the University of Washington who pioneered the study of leadership behaviours, identified in his contingency model of leadership: task and relationship behaviours However, Hersey and Blanchard go a step further by considering each as either high or low and then combining them into four specific leadership styles (see Exhibit 8-3 on page 221), described as follows: • Telling (high task–low relationship): The leader defines roles and tells people what, how, when, and where to various tasks • Selling (high task–high relationship): The leader provides both directive and supportive behaviour • Participating (low task–high relationship): The leader and follower share in decision making; the main role of the leader is facilitating and communicating • Delegating (low task–low relationship): The leader provides little direction or support The final component in SL theory is follower readiness, described in four stages: • R1: People are both unable and unwilling to take responsibility for doing something They are neither competent nor confident • R2: People are unable but willing to the necessary job tasks They are motivated but currently lack the appropriate skills • R3: People are able but unwilling to what the leader wants • R4: People are both able and willing to what is asked of them www.downloadslide.com CHAP T ER 8 | LEADERSHIP 221 EXHIBIT 8-3 Hersey and Blanchard’s Situational Leadership® LEADERSHIP STYLE Relationship Behaviour High Participating Sharing of ideas Selling Explain and persuade Able, unwilling, insecure followers Unable, willing, confident followers Delegating Group takes responsibility Telling Specific directions given Able, willing, confident followers Unable, unwilling, insecure followers Low High Task Behaviour SL essentially views the leader–follower relationship as similar to that of a parent and child Just as a parent needs to give up control as a child becomes more mature and responsible, so, too, should a leader As followers reach high levels of readiness, the leader responds not only by continuing to decrease control over their activities, but also by continuing to decrease relationship behaviour SL says if followers are unable and unwilling to a task, the leader needs to give clear and specific directions; if followers are unable and willing, the leader needs to display high task orientation to compensate for the followers’ lack of ability and high relationship orientation to get followers to “buy into” the leader’s desires; if followers are able and unwilling, the leader needs to use a supportive and participative style; and if employees are both able and willing, the leader does not need to much SL has intuitive appeal It acknowledges the importance of followers and builds on the logic that leaders can compensate for ability and motivational limitations in their followers Yet research efforts to test and support the theory generally have been disappointing.15 Why? Possible explanations include internal inconsistencies in the model itself as well as problems with research methodology So despite its appeal and wide popularity, any endorsement of the SL theory should be made with caution Path-Goal Theory Currently, one of the most respected approaches to understanding leadership is path-goal theory, which states that a leader’s job is to assist his or her followers in attaining their goals and to provide the necessary direction and support to ensure that their goals are compatible with the overall objectives of the group or organization Developed by University of Toronto Professor Martin Evans in the late 1960s, the path-goal theory was subsequently expanded upon by Robert House (formerly at the University of Toronto and now at the Situational Leadership® (SL) path-goal theory A leadership theory that focuses on the readiness of followers A leadership theory that says the leader’s job is to assist his or her followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization readiness The extent to which people have the ability and willingness to accomplish a specific task www.downloadslide.com 222 PAR T 4 | L EA DI NG Wharton School of Business) Path-goal theory is a contingency model of leadership that takes key elements from the expectancy theory of motivation (see Chapter 9, page 255).16 The term path-goal is derived from the belief that effective leaders clarify the path to help their followers get from where they are to the achievement of their work goals and make the journey along the path easier by reducing roadblocks and pitfalls Path-goal theory identifies four leadership behaviours: • Directive leader Leader lets subordinates know what is expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks • Supportive leader Leader is friendly and shows concern for the needs of followers • Participative leader Leader consults with group members and uses their suggestions before making a decision • Achievement-oriented leader Leader sets challenging goals and expects followers to perform at their highest level In contrast to Fiedler’s view that a leader could not change his or her behaviour, House assumed that leaders are flexible In other words, path-goal theory assumes that the same leader can display any or all of these leadership styles, depending on the situation Path-goal theory proposes two situational or contingency variables that moderate the leadership behaviour–outcome relationship: environmental factors that are outside the control of the follower (including task structure, formal authority system, and the work group) and factors that are part of the personal characteristics of the follower (including locus of control, experience, and perceived ability) Environmental factors determine the type of leader behaviour required if subordinate outcomes are to be maximized; personal characteristics of the follower determine how the environment and leader behaviour are interpreted The theory proposes that leader behaviour will not be effective if it is redundant with what the environmental structure is providing or is incongruent with follower characteristics Exhibit 8-4 gives some illustrations of leadership behaviour tailored to the situation Research on the path-goal theory is generally encouraging Although not every study has found support, the majority of the evidence supports the logic underlying the theory.17 In summary, employee performance and satisfaction are likely to be positively influenced when the leader compensates for shortcomings in either the employee or the work setting EXHIBIT 8-4 Path-Goal Situations and Preferred Leader Behaviours Situation Leader Behaviour Impact on Follower Outcome Follower lacks self-confidence Supportive leadership Increase confidence to achieve work outcome More effort; improved satisfaction and performance Ambiguous job Directive leadership Clarify path to reward More effort; improved satisfaction and performance Lack of job challenge Achievementoriented leadership Set high goals More effort; improved satisfaction and performance Incorrect reward Participative leadership Clarify follower’s needs and change rewards More effort; improved satisfaction and performance www.downloadslide.com CHAP T ER 8 | LEADERSHIP 223 However, if the leader spends time explaining tasks when they are already clear or when the employee has the ability and experience to handle them without interference, the employee is likely to see such directive behaviour as redundant or even insulting LEADING CHANGE Explain When the Liquor Control Board of Ontario (LCBO) decided not to give What Magnotta Winery any shelf space, Rossana Di Zio Magnotta and her huscharismatic band, Gabe, settled on two strate8.4 and transforgies.18 They decided to sell the mational leaders Think About It wine themselves and also wage a do? battle against the LCBO Mobilizing people to work To gain customers, the Magnottas toward a leader’s vision is a used an innovative marketing strategy, difficult task How leaders selling their wine at significantly less than the such as Rossana Di Zio price of similar quality wine at the LCBO Their Magnotta get individuals to strategy got publicity in the newspapers, and soon support their vision and help people were travelling to their winery in Vaughan, carry it out? Ontario, to purchase wine The battle against the LCBO lasted 10 years, but eventually the LCBO started carrying some Magnotta icewines Most of the leadership theories presented so far in this chapter have described transactional leaders—leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.19 But another kind of leadership is needed for leading change in organizations Two types of leadership have been identified in situations where leaders have inspired change: charismatic–visionary leadership and transformational leadership Charismatic–Visionary Leadership Jeff Bezos, founder and CEO of Amazon.com, is a person who exudes energy, enthusiasm, and drive.20 He is fun-loving (his legendary laugh has been described as a flock of Canada geese on nitrous oxide), but has pursued his vision for Amazon with serious intensity and has demonstrated an ability to inspire his employees through the ups and downs of a rapidly growing company Bezos is what we call a charismatic leader—an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways Have ytoeureedvear encountic leader? charismhaat was W ? this person like Several authors have attempted d to identify the personal characteristics of charismatic leaders.21 The most compree hensive analysis identified five such characteristics that differentiate charismatic leaders from noncharismatic ones: Charismatic leaders have a vision, are able to articulate that vision, are willing to take risks to achieve that vision, are sensitive to both environmental constraints and follower needs, and exhibit behaviours that are out of the ordinary.22 CHARACTERISTICS OF CHARISMATIC LEADERS What can we say about the charismatic leader’s effect on his or her followers? An increasing body of evidence shows impressive correlations between charismatic leadership and high performance and satisfaction among followers.23 Research indicates that people who work for charismatic leaders are motivated to EFFECTS OF CHARISMATIC LEADERSHIP transactional leaders charismatic leader Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways www.downloadslide.com Name/Organization Index A Aariak, Eva, 231 Accentra, Inc., 97 Accenture, Ltd., 143, 259 Accor, 73 Adams, John Stacey, 253 Adaptec, 49 Adler, N., 287n Agassiz, 306f Agriculture and Agri-Food Canada, 87n AHL, 125 AIG, 106 Air Canada, 11, 30, 69, 79, 84, 89, 227, 313, 319, 324 Air Canada Centre, 125 Alexander, Marie, 298 Alexander Keith, 74 Algonquin College, 357 Alley Kat, 306f Amazon.ca, 11 Amazon.com, 223 Anderson, Brad, 273 Anderson, Dave, 225 Anderson, Ian, 51 Andrés Wines, 86 Angry Birds, 21 Anheuser-Busch InBev, 74, 306 Annaert, Rick, 212 Apple Computer (Apple), 30, 33, 60, 74, 93, 224 aQuantive, 337 Ash, Mary Kay, 225 Ask Jeeves, 336 ATCO Structures & Logistics (ATCO), 269 Athabasca Oil Sands Corporation, 27 Au Premier Spa Urbain, 157 Avis, 68 Aviva Canada, 129 Avon Products, 110 A&W (Canada), 69 Axcelis Technologies, 49 B Babcock, Rob, 130 Back in Motion Rehab, 254 Bagg, Geoff, 171 The Bagg Group, 171 Bakan, Joel, 44, 110 Baker, Geoff, 360 Baker, Morrie, 123 Balsillie, Jim, 121 Bank of Montreal, 132, 324 Bard on the Beach Festival, 13 Barrett, F.J., 347n Barrick Gold Corporation, 219 BBC Worldwide, 298 BC Chamber of Commerce, 51 BC Hydro, 351 Beddoe, Clive, 313 Beer Unlimited, 306, 306f, 308–309 Belanger, Dorys, 157 Bell, A.H., 325 Bell Canada Enterprises (BCE), 35, 40, 125, 126, 137, 320 Ben & Jerry’s, 123, 123n Benimadhu, Prem, 261–262 Bennett, Chris, 142 Best Buy, 273 Best Western, 86 Bezos, Jeff, 223 BHP Billiton (BHP), 269 Birks, 32 Blanchard, Ken, 220 Blue Water Café, 134 Bly, Mark, 340 BMO Field, 125 Bobbitt, Gordon, 318 Bombardier, 39, 128f, 128n Bond, Holly, 122 Bond, James, 122 Bond, Matthew, 122 Bono, J.E., 218n Boone, J., 203n Boston Market, 74 Boston Pizza, 41, 196 Bouclair, 307 Brandeis University, 246 Branson, Richard, 103, 171, 295, 295n Brascan, 74 Brasseries Unibroue, 306f Brayer, Jean-Paul, 42 BreconRidge, 142 Brin, Sergey, 139 British Airways, 320 British Columbia Voluntary Organizations Coalition, 24 British Petroleum (BP), 51, 335–336, 337, 340, 352 British Telecom, 299 Brookfield Asset Management, 74 Brookfield Power, 74 Brookfield Properties, 74 Brutus, Stephane, 199 Bryan, J.P., 220 Buddo, Peter, 351 Bulldog Interactive Fitness, 122 Bureau of Competition Policy (Canada), 32 Burke, Brian, 126 417 www.downloadslide.com 418 | N A ME/O R GANI Z AT I O N I NDE X Burke, L.A., 98n Business Development Bank of Canada, 13 C Cadbury Schwepps (Cadbury), 73 Calgary Chamber of Charities, 24 Calgary Chamber of Voluntary Organizations (CCVO), 185, 186, 192, 205–206 Canada Line, 28, 341 Canada Post, 12, 13 Canada Revenue Agency, 98, 139 Canadian 88 Energy, 220 Canadian Association of Petroleum Producers (CAPP), 33 Canadian Broadcasting Corporation (CBC), 122, 122n, 123, 123n, 210, 213n, 299n, 360, 360n, 361 Canadian Business, 232n, 358 Canadian Cancer Society, 183 Canadian Chamber of Commerce, 187 Canadian Curling Association (CCA), 301, 311, 312, 316, 320, 327–328 Canadian Federation of Independent Business (CFIB), 24 Canadian Franchise Association, 95 Canadian HR Reporter, 191n Canadian Imperial Bank of Commerce (CIBC), 231, 318 Canadian Pacific Railway (CPR), 277 Canadian Policy Research Network, 245 Canadian Radio-television and Telecommunications Commission (CRTC), 74 Canadian Securities Administrators, 108, 322 Canadian Tire, 346 Capital City Condors, 23 Caranci, Beata, 89 Carlson Wagonlit Travel, 73 Cascades, 133 Cato Institute, 45 Cattaneo, Claudia, 51n Cavanagh, Christina, 162, 170 CBC News, 54n, 55n, 361n CBC Television (CBC), 13, 54, 55, 67f Celestial Aerospace Company (CAP), 358 Celestica, 308 Centre for Construction Excellence, 357 Centre for Creative Leadership, 239 Centre for Research on Globalization, 45 Cerner, 156, 159 Certified General Accountants (CGAs) of Ontario, 295 Chapters, 32 Chapters Indigo, 32 Charal Winery, 215 Charles Schwab, 64 Chipotle Mexican Grill, 74 Choi, Jim Nam, 10 Christensen, Karen, 97n Chubb Insurance Co of Canada, 232f Cirque du Soleil, 67f Cisco Canada, 182 Cisco Systems, 142 City of Toronto, 30, 155 City of Vancouver, 323 Clinique, 127 Coach, 74 Coca-Cola, 30, 68, 79 Cogeco, 318 Cognos, 59 Cohen, Jordan, 149–150 Colangelo, Bryan, 131 Compania Chilena de Fosforos SA, 78 COMPAS, 32 Competition Bureau Canada, 32, 74, 125 Competitive Enterprise Institute, 45 Concordia, Conference Board of Canada, 189, 204–205, 261 ConocoPhillips, 220 Continental Airlines, 298 Coolbrands, 41 Cooperrider, D.L., 347n Copp, Lynne, 299 Corel, 75, 137 Cromack, Wille, 183 CTV, 301 Cypress Semiconductor, 230 D Dadd, Greg, 297 Daft, R.L., 222 Dale-Harris, Sarah, 142 Daniel, Patrick, 241 David, F., 67n Davis LLP, 142 Dawson College, Daylight Energy, 27 De Dreu, C.K.W., 286n Debrayen, Mehrdad, 199 DeCenzo, David A., 101n DeHart, John, 89 Dell, Michael, 225 Dell Canada, 129 Dell Inc., 10, 66, 225 Denghui, Ji, 38 Department of Fisheries and Oceans (DFO), 341 Deutsche Bank AG, 39 Di Zio Magnotta, Gabe, 215, 217, 223 Di Zio Magnotta, Rossana, 215, 217, 223, 226, 234 DIRTT (Doing It Right This Time), 225 Dofasco, 351 Domtar, 133, 318 Donely, Christina, 108 DoubleClick, 337 Dow Chemical, 67f Drucker, Peter, Drum, Brian, 169–170 Drum Associates, 169 Ducks Unlimited Canada (DUC), 67f Dudley, Robert (Bob), 340, 347, 352 DuPont, 39 Duxbury, Linda, 201, 299 E Earth Rated PoopBags, 52–53 Easywash, 360 eBay, 33, 137 Ebbers, Bernard, 224 Ecotrust Canada, 75 Edmonton City Centre Mall, 191 www.downloadslide.com NAME / O RGANI ZAT I ON IN DEX | 419 Edmonton Police Service, 191 Electric Vehicle Society, 213 Electronic Arts Canada, 192, 259 EllisDon, 259 Enbridge Inc., 27, 241 Enrico, Roger, 233 Enron, 224, 315, 321 Enterprise Rent-a-Car, 325 Entrepreneur, 358 Epting, Lee, 49 Ericsson, 142 Ericsson Canada, 217, 351 Ernst & Young, 167, 212 Estée Lauder, 127, 129 EthicScan Canada, 109 E*TRADE, 43 Eustache, Jean-Marc, 63 Evans, Martin, 221 Evers, A., 286n Exxon Mobile, 318 F Facebook, 27, 53, 155, 158, 171, 172, 173, 174, 180, 183, 191, 249, 333, 337–338 Fastow, Andrew, 321 Fayol, Henri, 131 Federal Express (FedEx), 3, 358 Federal Free Trade Commission (United States), 74 FedEx Kinko, 136 Fidelity Investments, 319 Fiedler, Fred, 220, 222 Financial Times, 123n Finkelstein, Harley, 21 Fisher, Roger, 283 Flatt, Bruce, 74 Fletcher, Steven, 218 Foo Fighters, 21 Ford, Henry, 127 Ford Australia, 127 Ford Canada, 137 Ford Motor Company, 13, 301 Forest Stewardship Council (FSC), 75 Fortune, 34, 202 Forum Nokia, 49 Fraser Paper, 74 Friedman, Milton, 110 Frito-Lay, 39, 72 Frito Lay Canada, 33 Frost, Peter, 224 Fujian Sanming Dinghui Chemical Company, 38 Fujitsu, 261–262 G Gallup Organization, Ganong Bros., 78 G.A.P Adventures, 67f Gatorade, 72 GE Energy, 141, 162 GE Money, 141 GE Water & Process Technologies, 141 General Cable Corporation, General Electric (GE), 60, 141–142, 198, 318, 347 General Motors, 11, 13, 280, 307 General Motors Centre, 125 General Motors (GM), 73 Genome Sciences Centre, 359 Georgetown University, 179 Gibbons, John, 205 Gisborne, Montgomery, 213 Global Assignment Task Force, 51 Globalisation Guide, 44n GlobeScan, 113 GM Canada, 42 Gnanendran, Abby, 52–53 Goldberg, Gerry, 307 Goldwyn, David, 29 Google, 33, 36, 93, 139, 276, 319, 336, 337–338 Google+, 155, 172, 180 Google AdWords, 53 Government of Canada, 54, 187 Graham, Shawn, 361 Great Little Box Company Ltd (GLBC), 275–276, 279, 290 Great Western Brewery, 301 Greenberg, J., 325 Greenlite Lighting Corporation, 54, 54n Greenpeace, 45 Grenny, Joseph, 348 Groupe Robert, 270 Grupo VIPS, 42 Guay, Marc, 33 Gulf Canada, 220, 224 Gupta, Nina, 54 Guzman, Pablo, 142 H Hakan, 105 Handelman, Stephen, 225 Hansen, J.D., 325 Harary, Ronnen, 348 Haribhai’s Spice Emporium, 40 Harper, Stephen, 29, 46, 225 Harvard, 250, 252 Harvard Business School, 76, 250, 342 Hasbro, 43 Health Canada, 204n Heart and Stroke Foundation, 32 Hemlock Printers, 112 Henderson, Mark, 217 Henderson, R.I., 200n Hersey, Paul, 220 Herzberg, Frederick, 246, 248–249, 248f, 258, 261 Heskett, J.L., 326n Hewitt Associates, 261 Hewlett-Packard Canada, 351 Hewlett-Packard (HP), 42, 93, 171, 319 Higgins, Chris, 201 Hill & Knowlton Canada, 199 Hilton, 86 Hilton Hotels, 320 Hitachi, 42 H.J Heinz Company, 39 Hofstede, Geert, 37, 38, 38n Holland, Paul, 69 www.downloadslide.com 420 | N A ME/O R GANI Z AT I O N I NDE X Holt Renfrew, 79 HomeSense, 318 Hotel Association of Canada (HAC), 86 House, Robert, 221–222, 224 Howell, Jane, 224 HRMarketer.com, 203n Hudson’s Bay Company, 11, 79 Hunsaker, P.L., 165 Husband, Tim, 182 Husky Injection Molding Systems, 127 Hydro Quebec, 361 Hyundai, 77 I IBM, 37, 39, 170 iGEN Knowledge Solutions, 142 Iisaak Forest Resources, 75 IKEA, 32 Ilies, R., 218n Imagine Canada, 23 Indigo Books & Music (Indigo), 32, 69 Industry Canada, 12 Infosys Technologies, 196 Integrated Information Systems, 320 Intel, 60, 79 International Forum on Globalization, 45 International Franchise Association, 358 International Institute for Sustainable Development, 45 International Policy Network, 45 Ipsos-Reid, 323, 349 IQ Partners, 171 Iskat, G.J., 345n iTunes, 42, 60 J JAnis, Irving, 103 JDS Uniphase, 98 Jobs, Steve, 60, 224 John Henry Bikes, 183 John Molson School of Business (Concordia University), 199 Johnson & Johnson, 67f Jones, T.O., 326n Jordan, Kendrick, 87n Judge, T.A., 218n K Kaplan, R.S., 321n Katz, Robert L., 10 KDPaine & Partners, 155 Kenner Toys, 43 KFC, 41, 72 Kidder, Rushworth, 119, 120n Kinder Morgan Canada, 51 Kinder Morgan Energy Partners, 51 King, Martin Luther Jr., 224 Kirkpatrick, S.A., 218n Klein, Naomi, 45 Klout, 180 Kluwer, E.S., 286n Kmart, 273 Koteski, Allyson, Kotter, John P., 216n, 342, 343n Kouwenhoven, Richard, 112 Kouzes, James, 227 KPMG International, 228 KPMG/Ipsos-Reid, Kwintessential, 50 L Labatt, 74 LaCoste, 74 Lawrence, Paul, 250 Lay, Kenneth, 224 Lazaridid, Mike, 121 Leafs TV, 125 Leahy, T., 307n Lee, Leonard, 69 Lee, Robin, 262 Lee Valley Tools, 69, 78, 262 Lego, 74 Lemon, Dani, 142 Levitt, Bruce, 153 Levitt, Heidi, 153 Levitt-Safety Limited, 153 Lewin, Kurt, 219, 338–339, 346, 356 Li, Victor, 227 Liebowitz, J., 345n Lim, Philip, 276 LinkedIn, 155, 169, 171, 180 Linton, Roxann, 195 Liquor Control Board of Ontario (LCBO), 217, 223, 234 L.L Bean, 142, 326 Loblaw Companies Limited (Loblaw), 74 Locke, E.A., 218n Lockheed Martin Aeronautics Company, 281 Lorinc, John, 183 Loveman, G.W., 326n Lowe, Graham, 265 Lunn, Gary, 54 Lütke, Tobias, 21 M Maastricht University, 37 MAC Cosmetics, 129 MaCain, Michael, 57 MacDougal, Deanna, 171 MacLeod, Fiona, 335–336, 352 MacPherson Leslie and Tyerman LLP, 173 Magna International, 225, 226, 234 Magnotta Winery, 215–216, 217, 223 Major League Soccer, 125 Mansbridge, Peter, 163 Manulife Financial, 212, 224 Manulife Securities, 212 Maple Leaf Foods Inc., 57, 65, 68, 72, 73, 80 Maple Leaf Sports & Entertainment (MLSE), 125–126, 129, 130, 131, 137, 138, 146 Mark Kay Cosmetics, 225 Marriott International Inc., 86 Marsolais, Annie, 163 Martha Sturdy, 78 Maslow, Abraham, 246, 246f, 247, 257, 261 Massachusetts Institute of Technology (MIT) Sloan School of Management, 247 www.downloadslide.com NAME / O RGANI ZAT I ON IN DEX | 421 Matsushita, 311 Mattel, 43 Matthews, Bill, 49 McCain, Michael, 72 McCain Foods, 137 McClelland, David, 246, 250, 251 McDonald’s, 3, 41, 74, 127, 134, 258, 311 McDonald’s Canada, 42, 310 McGill Business School, 72 McGill University, 8, 10 McGregor, Douglas, 246, 247 McIntyre, Mark, 183 McLagan, P.A., 343n McLeod, Richard, 182 McNerney, W James Jr., 347 McQuiggen, Kevin, 191 McShane, S., 278n, 346n McTavish’s Kitchens, 49 Mega Bloks, 40 Mega Brands, 40–41 Meggy, Robert, 275–276, 279, 281 Menu Foods, 34, 38 Merrill Lynch, 39, 106 Metcalfe, Chris, 142 Metro, 75 Michelin, 131 Microsoft, 14, 93, 171, 277, 318, 337, 339, 348 Miller, 306 Miller, M.K., 98n Milton, Robert, 227 Ministry of Labour (Japan), 351 Mintzberg, Henry, 8–9, 9n, 10, 72 Mitel Networks, 142 Mitsubishi, 27 Mohajer, Fatemaeh Divsaler, 69 Mohr, B.J., 347n Molson, 79, 224, 318 Molson Coors, 173 Moore, Ellen, 232f Morton, Brian, 360n Moscow Ballet, 217 Moses, Todd, 97 Motel 6, 73 Motorola, 140 Mountain Equipment Co-op (MEC), 55, 55n Murray, A., 200n Muskoseepi Park, 277 MySpace, 169, 171, 336 N Nanterme, Pierre, 143 NASA, 302, 348 Nash, L.L., 109 National Bank, 212 National Energy Board (Canada), 27 National Speleological Society, 319 Natura Cosméticos SA, 110 Nauta, A., 286n NB Power, 361 NBA, 125 NBC Universal Studios, 141 Nelly, 163 Nestlé, 30, 39, 132 Neto, João Vendramin, 238 Network World Canada, 182 Neustar, 298 NHL, 125, 126 Nike, 142 Nilekani, Nandan, 196 Nitkin, David, 109 NL Technologies, 153 Noble, Grail, 243–244, 245–247, 249, 257, 266 Nohria, Nitin, 250 Nokia, 60 Nooyi, Indra, 233 Norbord, 74 Normandeau, Laura-Lee, 360 Nortel Networks, 75, 224 North American Soft Drinks, 72 Norton, D.P., 321n Nova Scotia Association of Social Workers (NSASW), 151 Nova Scotia Business Inc., 277 Nurse Next Door, 89, 114 O Obama, Barack, 27, 28, 29 O’Day, Pat, 228–229 Ohio State University, 277 Okanagan Spring, 306f 1-800-GOT-JUNK?, 3–4, 5, 6, 11, 16, 358–359 1-888-WOW-1Day! Painting, 3, O’Neill, Daniel, 318 Ontario Hospital Association, 320 Ontario Power Authority, 78 Ontario Provincial Police, 158 Ontario Realty Corporation (ORC), 297, 297n Oracle, 189 Orser, Barbara, 204 Oticon A/S, 141 Ottawa Business Journal, 21 P Paddock Wood Brewing, 306f Page, Larry, 139 Paine, Katie Delahaye, 155 Palmer, James, 275 Pareto, 68 Parker Brothers, 43 Parthenis, Dean, 191 Pascoe, Ricardo, 212 Patterson, Neal L., 156 Pazmac Enterprises, 249 Peddie, Richard, 125, 130, 137 Pelletier, David, 197 Pembina Institute, 51 PepsiCo Inc., 30, 39, 72–73, 233 PepsiCo International, 72 Peter Drucker Canadian Foundation, 24, 25n Petro-Canada, 11 PetroChina, 27 Pfizer, 149–150 Phillips, John, 21 Pitney Bowes Canada, 170 www.downloadslide.com 422 | N A ME/O R GANI Z AT I O N I NDE X Pixar, 21 Pizza Hut, 72 PK-35, 90 Playboy.com, 324 Polsky, Len, 173 Pooley, E., 203n Porter, Michael, 76, 78n, 79 Posner, Barry, 227 Prairie General Hospital, 359 Preston, Leslie, 89 PricewaterhouseCoopers (PwC), 143 Proctor & Gamble Canada, 42 Proctor & Gamble (P&G), 68, 75, 137 PROFIT, 303 Profit, 243 Progressive Conservative Part of Manitoba, 218 Pythian, 183 Q Qinghou, Zong, 100 Queen’s University, 217 Quova Inc., 298 R Rabie, Anton, 348 Radialpoint, 270 Radisson, 86 Ramada, 86 Raptors NBA TV, 125 RCMP, 277, 318 Recording Industry Association of America, 320 Red Roof Inns, 73 Reebok, 142 Regent, Aaron, 219 Reisman, Heather, 32 Report on Business Magazine, 303 Research In Motion (RIM), 93, 121, 244 Retail Council of Canada, 324 Revlon, 138, 243 Richard Ivey School of Business (University of Western Ontario), 162, 170 Ricoh Coliseum, 125 RightMedia, 337 Rio Tinto Alcan, 39, 68, 318 Robbins, Stephen P., 101n Robin Hood Multifoods, 318 Robinson, Steve, 55 Rodgers, T.J., 230 Rogers, 125, 126, 137 Rolex, 29 Roots, 32 Rovinescu, Calin, 227 Royal Bank of Canada, 108 Royal Dutch Shell (Shell), 27, 65 Royal Ontario Museum, 13 Russell, Arlene, 190–191 S Safeway, 13 Salé, Jamie, 197 Saleh, George, 339 Samsung Electronics Canada, 30 SAP, 189 Sasser, W.E Jr., 326n Saturn Corporation, 280 Saul, John Ralston, 44 S.C Johnson & Son, 270 Scarlett, Steve, 249 Schau, C., 347n Schlesinger, L.A., 326n Schneider Corporation, 65 Schrage, Elliot, 36 Schwartz, Gerry, 32 Scotiabank, 35, 190–191, 192, 195, 342 Scudamore, Brian, 3–4, 5, 6, 10, 11, 16, 358–359 Sears, 13, 108 Sears Canada, 75 Second Life, 142, 171, 191–192 Seed, Paul, 186 Semco Group, 238–239 Semler, Ricardo, 238–239 Seral, John, 162 7-Eleven, 323 Seven & i Holdings, 323 Shapansky, Kerry, 68 Shapansky, Mandy, 232f ShareGreen.ca, 357 Shaw, Lucie, 89, 95, 114 Shellenbarger, S., 203n Shopify, 21 Siemens, 332 SilverBirch Hotels & Resorts, 86 Sim, Ken, 89 Sinopec, 27 Sirius Satellite Radio, 74 Sitel India, 40 Skinner, B.F., 252 Smed, Mogens, 225 SMED International, 225 Smith, Adam, 127 Smith, D.M., 325 Sodexho Alliance SA, 171 Sommers, David, 49 Sony Corporation, 30, 39, 60, 101, 122, 314 SPCA (Society for the Prevention of Cruelty to Animals), 13 Spin Master, 348 Spiring, Charlie, 212 Sport Canada, 322, 322n Spratley, David, 142 Sprott School of Business (Carleton University), 201 Stanfield’s, 183 Starbucks, 30, 42 StarTech, 186 Statistics Canada, 23n, 264, 288 Steen, S., 278n, 346n Stelco, 74 Stewart, Jane, 299 Stremlaw, Greg, 301, 302, 312, 327–328 Stronach, Frank, 225 Sun Life Assurance Company of Canada, 139–140 Suzuki, David, 30 Syncrude Canada, 67f www.downloadslide.com NAME / O RGANI ZAT I ON IN DEX | 423 T Taco Bell, 72 Tamarack Lake Electric Boat Company, 213 Tanenbaum, Larry, 130 Tannen, Deborah, 179 Tanner, Chris, 306, 308–309 Target, 66, 77, 336 TAXI Canada, 135 Taylor, Frederick, 131 TD, 89 Team North, 78 Ted’s Outfitters Shop, 217 TELUS, 129 TELUS Québec, 129 Tesco, 144 TheFranchiseMall.com, 123, 123n Thomas, K.W., 286n 3M, 347 Tiger Electronics, 43 Tim Hortons, 73, 295, 301 Time, 225 Timex, 29 TJX Companies, 318 Tonka Toys, 43 Toronto Blue Jays, 280 Toronto FC, 125, 137 Toronto Maple Leafs (Maple Leafs), 125, 129, 130, 137, 138, 146 Toronto Marlies, 125, 137 Toronto Raptors (Raptors), 11, 125, 129, 130, 131, 137, 138, 146 Tossell, Ivor, 183 Tourism BC, 67f Towers Perrin, 270 Toyota Motor Corporation, 79, 140, 217, 307 Toys “R” Us, Transat A.T., 63 TransCanada, 27, 28, 29, 46 Tropicana Products, 72 Trudeau, Pierre, 225 Tuckman, Bruce, 277 Twitter, 27, 155, 173, 183, 191 U UFC, 269 Unilever, 123 United Way, 11, 32 University of Alberta, 265 University of British Columbia, 4, 44, 64, 110, 224, 351 University of Iowa, 219 University of Manitoba Student’s Union, 218 University of Toronto, 221 University of Utah, 248 University of Washington, 220 University of Western Ontario, 201, 224 Upper Canada Brewery, 306f UPS, 166 Ury, William, 283 US Environmental Protection agency, 27 V Vancouver City Savings Credit Union (Vancity), 78, 232f Vancouver International Airport, 341 Vancouver Police Department (VPD), 191–192 Vancouver Sun, 59 Vanier Institute, 349 Varadi, Ben, 348 Verizon Communications, 171, 281 VEVO, 42 Vincor, 86 Vintners Quality Alliance (VQA), 86 Virgin Group, 103, 171, 295 Virgin Mobile, 243, 247 Vroom, Victor, 255 Vrooman, Tamara, 232f Vrootman, Harry, 33 Vrootman Cookies, 33 W Wadley, Geoffrey, 226 Wahaha, 100 Wales, Jimmy, 135 Walker, Mardi, 131 Walmart, 33, 66, 73, 75, 79, 315 Walmart Canada, 357 Walt Disney World, 31 Washbrook, Shannon, 196 Watkins, J.M., 347n Watson Wyatt Worldwide, 4, 169, 186, 189 Weber, Max, 131 Welch, Jack, 141, 198 Wellington West, 211–212 Wellington West Financial Services, 212 Werner, M., 218n Westcoast Energy, 35 Western Compensation and Benefits Consultants, 264 WestJet Airlines (WestJet), 30, 67f, 68, 69, 77, 78, 79, 84, 312, 313, 327 Weston Foods, 74 Westport Innovations, 357 Weyerhaeuser Canada, 112 Wharton School of Business, 222 Whirlpool, 136 Whitehead, Abigail, 202 Whitehead, Sheila, 202 Whitney, D., 347n Whole Foods Market, 139 Wikipedia, 135 Williams, Danny, 361 Williams-Sonoma, 32 Wilson Learning Worldwide, 49 Winners, 318 Wizards of the Coast, 43 Wood Mackenzie, 28 Woodward, Joan, 136 Woolworth, 273 Work Safe BC, 66, 225 Workers’ Compensation Board of BC, 66 Workopolis, 263 World Trade Organization (WTO), 35, 36, 37 WorldatWork, 187n WorldCom, 224 X Xerox, 140 www.downloadslide.com 424 | N A ME/O R GANI Z AT I O N I NDE X Xerox Canada, 232f XM Satellite Radio, 74 Xuzhou Anying, 38 Y Yahoo!, 156, 336, 337–338 Yale, 233 Yale School of Management, 255 Yammer, 173 Yanke Group, 307 Yellow House Events, 243–244, 245–247, 249, 250, 257, 266 Yellow Pages, 163 YMCA, 101 Yogen Früz, 41 York, Pat, 192 York University, 204 YouTube, 171, 337 YUM! Brands Inc., 73 Z Zambonini, Renato, 59 Zapata, Gustavo Romero, 78 Zara, 51–52 Zellers, 66 Zip, 79 Zippo Canada, 42 Zuckerberg, Mark, 333 www.downloadslide.com List of Canadian Companies, by Province ALBERTA Alley Kat, 306f Athabasca Oil Sands Corporation, 27 Calgary Chamber of Charities, 24 Calgary Chamber of Voluntary Organizations (CCV), 185, 186, 192, 205–206 Canadian 88 Energy, 220 Canadian Association of Petroleum Producers (CAPP), 33 Canadian Pacific Railway (CPR), 277 Daylight Energy, 27 DIRTT (Doing it Right This Time), 225 Edmonton City Centre Mall, 191 Edmonton Police Service, 191 Enbridge Inc., 27, 241 Gulf Canada, 220, 224 MacPherson Leslie and Tyerman LLP, 173 Muskoseepi Park, 277 Pembina Institute, 51 SMED International, 225 Syncrude Canada, 67f TransCanada, 27, 28, 29, 46 University of Alberta, 265 Westcoast Energy, 35 WestJet Airlines (WestJet), 30, 67f, 68, 69, 77, 78, 79, 84, 312, 313, 327 BRITISH COLUMBIA A&W (Canada), 69 Back in Motion Rehab, 254 Bard on the Beach Festival, 13 BC Chamber of Commerce, 51 BC Hydro, 351 Blue Water Café, 134 British Columbia Voluntary Organizations Coalition, 24 Canada Line, 28, 341 City of Vancouver, 323 Davis LLP, 142 Easywash, 360 Ecotrust Canada, 75 Electronic Arts Canada, 192, 259 Forest Stewardship Council (FSC), 75 Genome Sciences Centre, 359 Great Little Box Company Ltd (GLBC), 275–276, 279, 290 GreatCanadianHotels, 86 Hemlock Printers, 112 iGEN Knowledge Solutions, 142 Iisaak Forest Resources, 75 John Henry Bikes, 183 Kinder Morgan Canada, 51 Levitt-Safety Limited, 153 Martha Sturdy, 78 Mountain Equipment Co-op (MEC), 55, 55n Okanangan Spring, 306f 1–800-GOT-JUNK?, 3–4 1–888-WOW-1DAY! Painting, 3–4 Pazmac Enterprises, 249 ShareGreen.ca, 357 SilverBirch Hotels & Resorts, 86, 86n TELUS, 129 Tourism BC, 67f University of British Columbia, 4, 44, 64, 110, 224, 351 Vancouver City Savings Credit Union (Vancity), 78, 232f Vancouver International Airport, 341 Vancouver Police Department (VPD), 191–192 Vancouver Sun, 59 Western Compensation and Benefits Consultants, 264 Westport Innovations, 357 Weyerhaeuser Canada, 112 Work Safe BC, 66 Workers’ Compensation Board of BC, 66 MANITOBA Agassiz, 306f Progressive Conservative Party of Manitoba, 218 University of Manitoba Student’s Union, 218 Wellington West, 211–212 Wellington West Financial Services, 211–212 NEW BRUNSWICK Ganong Bros., 78 McCain Foods, 137 NB Power, 361 NOVA SCOTIA Alexander Keith’s, 74 Bulldog Interactive Fitness, 122 Nova Scotia Association of Social Worlers (NSASW), 151 Nova Scotia Business Inc., 277 Stanfield’s, 183 ONTARIO The Bagg Group, 171 Agriculture and Agri-Food Canada, 87n Air Canada Centre, 125 Algonquin College, 357 Amazon.ca, 11 Andrés Wines, 86 Aviva Canada, 129 Barrick Gold Corporation, 219 Birks, 32 BMO Field, 125 Brascan, 74 BreconRidge, 142 Brookfield Asset Management, 74 Brookfield Power, 74 425 www.downloadslide.com 426 | L IST O F CANADI AN CO MPANI E S , B Y P RO VI NCE Brookfield Properties, 74 Bureau of Competition Policy (Canada), 32 Business Development Bank of Canada, 13 Canada Post, 12, 13 Canada Revenue Agency, 98, 139 Canadian Broadcasting Corporation (CBC), 122, 122n, 123, 123n, 210, 213n, 299n, 360, 360n, 361 Canadian Business, 232n, 358 Canadian Cancer Society, 183 Canadian Chamber of Commerce, 187 Canadian Curling Association (CCA), 301, 311, 312, 316, 320, 327–328 Canadian Federation of Independent Business (CFIB), 24 Canadian Franchise Association, 95 Canadian HR Reporter, 191n Canadian Imperial Bank of Commerce (CIBC), 231, 318 Canadian Policy Research Network, 245 Canadian Radio-television and Telecommunications Commission (CRTC), 74 Canadian Securities Administrators, 108, 322 Canadian Tire, 346 Capital City Condors, 23 CBC News, 54n, 361n CBC Television (CBC), 13, 54, 55, 67f Celestica, 308 Centre for Construction Excellence, 357 Centre for Creative Leadership, 239 Certified General Accountants (CGAs) of Ontario, 295 Chapters, 32 Chapters Indigo, 32 Charal Winery, 215 Chubb Insurance Co of Canada, 232f Cisco Canada, 182 City of Toronto, 30, 155 CNC News, 55n Cognos, 59 COMPAS, 32 Competition Bureau Canada, 32, 74, 125 Conference Board of Canada, 189, 204–205, 261 Coolbrands, 41 Corel, 75, 137 CTV, 301 Dell Canada, 129 Department of Fisheries and Oceans (DFO), 341 Dofasco, 351 Ducks Unlimited Canada (DUC), 67f DuPont, 39 Electric Vehicle Society, 213 EllisDon, 259 EthiScan Canada, 109 Ford Canada, 137 Fraser Paper, 74 Frito Lay Canada, 33 G.A.P Adventures, 67f General Motors Centre, 125 GlobeScan, 113 GM Canada, 42 Government of Canada, 54, 187 Health Canada, 204n Heart and Stroke Foundation, 32 Hill & Knowlton Canada, 199 Hilton, 86 Holt Renfrew, 79 Hotel Association of Canada (HAC), 86 Hudson’s Bay Comapny, 11, 19 Husky Injection Molding Systems, 127 Imagine Canada, 23 Indigo Books & Music (Indigo), 32, 69 Industry Canada, 12 IQ Partners, 171 JDS Uniphase, 98 KPMG/Ipsos Reid, Labatt, 74 Leafs TV, 125 Lee Valley Tools, 69, 78, 262 Liquor Control Board of Ontario (LCBO), 217, 223, 234 Loblaw Companies Limited (Loblaw), 74 Magna International, 225, 226, 234 Magnotta Winery, 215–216, 217, 223 Manulife Financial, 212, 224 Manulife Securities, 212 Maple Leaf Foods Inc., 57, 65, 68, 72, 73, 80 Maple Leaf Sports & Entertainment (MLSE), 125–126, 129, 130, 131, 137, 138, 146 McDonald’s Canada, 42, 310 Mitel Netwroks, 142 National Bank, 212 National Energy Board (Canada), 27 Network World Canada, 182 NL Technologies, 153 Norbord, 74 Nortel Networks, 74, 224 Ontario Hospital Association, 320 Ontario Power Authoruty, 78 Ontario Provincial Police, 158 Ontario Realty Corporation (ORC), 297, 297n Ottawa Business Journal, 21 Pareto, 68 Petro-Canada, 11 Pitney Bowes Canada, 170 Proctor & Gamble Canada, 42 Pythian, 183 Queen’s University, 217 Radialpoint, 270 Radisson, 86 Ramada, 86 Raptors NBA TV, 125 RCMP, 277, 318 Report on BusinessMagazine, 303 Research In Motion (RIM), 93, 121, 244 Retail Council of Canada, 324 Richard Ivey School of Business (University or Western Ontario), 162, 170 Ricoh Coliseum, 125 Robin Hood Multifoods, 318 Rogers, 125, 126, 137 Royal Bank of Canada, 108 Royal Ontrio Museum, 13 S.C Johnson & Son, 270 Samsung Electronics Canada, 30 Scotiabank, 35, 190–191, 192, 195, 342 Sears Canada, 75 Shopify, 21 SPCA (Society for the Prevention of Cruelty to Animals), 13 www.downloadslide.com LI ST O F CANAD I AN CO MP ANI E S, B Y PROVIN CE | 427 Spin Master, 13 Sport Canada, 322, 322n Sprott School of Business (Carleton University), 201 StarTech, 186 Statistics Canada, 23n, 264, 288 Stelco, 74 Tamarack Lake Electric Boat Company, 213 TAXI Canada, 135 TD, 89 Team North, 78 Tim Hortons, 73, 295, 301 Toronto Blue Jays, 280 Toronto FC, 125, 137 Toronto Maple Leafs (Maple Leafs), 125, 129, 130, 137, 138, 146 Toronto Marlies, 125, 137 Toronto Raptors (Raptors), 11, 125, 129, 130, 131, 137, 138, 146 University of Toronto, 221 University of Western Ontario, 201, 224 Upper Canada Brewery, 306f Vanier Institute, 349 Vincor, 86 Vintners Quality Alliance (VQA), 86 Vrootman Cookies, 33 Walmart Canada, 357 Westin Foods, 74 Xerox Canada, 232f Yellow House Events, 243–244, 245–247, 249, 250, 257, 266 Yogen Früz, 41 York University, 204 Zellers, 66 Zippo Canada, 42 QUÉBEC Air Canada, 11, 30, 69, 79, 84, 89, 227, 313, 319, 324 Au Premier Spa Urbain, 157 Bank of Montreal, 132, 324 Bell Canada Enterprises (BCE), 35, 40, 125, 126, 137, 320 Bombardier, 39, 128f, 128n Bouclair, 307 Brasseries Unibroue, 306f Cascades, 133 Centre for Research on Globalization, 45 Cirque du Soleil, 67f Cogeco, 318 Concordia, Dawson College, Domtar, 133, 318 Earth Rated PoopBags, 52–53 Ericsson Canada, 217, 351 Greenlite Lighting Company, 54, 54n Groupe Robert, 270 Hewlett-Packard Canada, 351 Hydro Quebec, 361 John Molson School of Business (Concordia University), 199 McGill Business School, 72 McGill University, 8, 10 Mega Bloks, 40 Mega Brands, 40–41 Metro, 75 Molson, 79, 224, 318 Molson Coors, 173 Rio Tinto Alcan, 39, 68, 318 Schneider Corporation, 65 TELUS Québec, 129 Transat A.T., 63 Yellow Pages, 163 Zip, 79 SASKATCHEWAN ATCO Structures & Logistics (ATCO), 269 General Cable Corporation, Great Western Brewery, 301 Paddock Wood Brewing, 306f Yanke Group, 307 www.downloadslide.com List of International Companies, by Country AUSTRALIA JAPAN BHP Billiton (BHP), 269 Ford Australia, 127 Compania Chilena de Fosforos SA, 78 Fujian Sanming Dinghui Chemical Company, 38 Fujitsu, 261–262 Hitachi, 42 Hyundai, 77 Matsushita, 311 Ministry of Labour (Japan), 351 Mitsubishi, 27 Seven & i Holdings, 323 Toyota Motor Company, 79, 140, 217, 307 CHINA NETHERLANDS PetroChina, 27 Sinopec, 27 Wahaha, 100 Xuzhou Anying, 38 RUSSIA BRAZIL Natura Cosméticos SA, 110 Semco Group, 238–239 CHILE DENMARK Lego, 74 Oticon A/S, 141 ENGLAND BBC Worldwide, 298 British Airways, 320 British Petroleum (BP), 51, 335–336, 337, 340, 352 British Telecom, 299 Cadbury Schwepps (Cadbury), 73 Ernst & Young, 167, 212 Kwintessential, 50 PricewaterhouseCoopers (PwC), 143 Unilever, 123 Virgin Group, 103, 171, 295 Virgin Mobile, 243, 247 FINLAND Forum Nokia, 49 Nokia, 60 PK-35, 90 FRANCE Accor, 73 Michelin, 131 Sodexho Alliance SA, 171 GERMANY Deutsche Bank AG, 39 SAP, 189 Siemens, 332 INDIA Infosys Technologies, 196 Sitel India, 40 428 Maastricht University, 37 Royal Dutch Shell (Shell), 27, 65 Moscow Ballet, 217 SCOTLAND McTavish Kitchens, 49 SOUTH AFRICA Haribhai’s Spice Emporium, 40 SPAIN Grupo VIPS, 42 Zara, 51–52 SWEDEN Ericsson, 142 IKEA, 32 SWITZERLAND KPMG International, 228 Nestlé, 30, 39, 132 World Trade Organization (WTO), 35, 36, 37 UNITED STATES OF AMERICA Accentra, Inc., 97 Accenture, Ltd., 143, 259 Adaptec, 49 AIG, 106 Amazon.com, 223 Angry Birds, 21 Anheuser-Busch InBev, 74, 306 Apple Computer (Apple), 30, 33, 60, 74, 93, 224 aQuantive, 337 Ask Jeeves, 336 Avis, 68 Avon Products, 110 Axcelis Technologies, 49 Ben & Jerry’s, 123, 123n www.downloadslide.com LI ST O F I NTE RNATI O NAL CO MP ANI E S, B Y COUN TRY | 429 Best Buy, 273 Best Western, 86 Boston Market, 74 Brandeis University, 246 Carlson Wagonlit Travel, 73 Celestial Aerospace Company (CAP), 358 Cerner, 156, 159 Charles Schwab, 64 Chipotle Mexican Grill, 74 Cisco Systems, 142 Clinique, 127 Coach, 74 Coca-Cola, 30, 68, 79 Competitive Enterprise Institute, 45 ConocoPhillips, 220 Continental Airlines, 298 Cypress Semiconductor, 230 Dell Inc., 10, 66, 225 DoubleClick, 108 Dow Chemical, 67f Drum Associates, 169 eBay, 33, 137 Enron, 224, 315, 321 Enterprise Rent-a-Car, 325 Entrepreneur, 358 Estée Lauder, 127, 129 E*TRADE, 43 Exxon Mobil, 318 Facebook, 27, 53, 155, 158, 171, 172, 173, 174, 180, 183, 191, 249, 333, 337–338 Federal Express (FedEx), 3, 358 Federal Free Trade Commission (United States), 74 FedEx Kinko, 136 Fidelity Investments, 319 Financial Times, 123n Foo Fighters, 21 Ford Motor Company, 13, 301 Fortune, 34, 202 Gallup Organization, Gatorade, 72 GE Energy, 141, 162 GE Money, 141 GE Water & Process Technologies, 141 General Electric (GE), 60, 141–142, 198, 318, 347 General Motors, 11, 13, 280, 307 Georgetoen University, 179 Globalisation Guide, 44n Google, 33, 36, 93, 139, 276, 319, 336, 337–338 Google+, 155, 172, 180 Google AdWords, 53 Greenpeace, 45 Harvard, 250, 252 Harvard Business School, 76, 250, 342 Hasbro, 43 Hewitt Associates, 261 Hewlett-Packard (HP), 42, 93, 171, 319 Hilton Hotels, 320 H.J Heinz Comapany, 39 HomeSense, 318 HRMarketer.com, 203n IBM, 37, 39, 170 Integrated Information Systems, 320 Intel, 60, 79 International Forum on Globalization, 45 International Franchise Association, 45 International Institute for Sustainable Development, 45 International Policy Network, 45 iTunes, 42, 60 Johnson & Johnson, 67f KDPaine & Partners, 155 Kenner Toys, 43 KFC, 41, 72 Kinder Morgan Energy Partners, 51 Klout, 180 Kmart, 273 LaCoste, 74 LinkedIn, 155, 169, 171, 180 Lockheed Martin Aeronautics Company, 281 MAC Cosmetics, 129 Major League Soccer, 125 Marriott International Inc., 86 Mary Kay Cosmetics, 225 Massachusetts Institute of Technology (MIT) Sloan School of Management, 24 Mattel, 43 McDonald’s, 3, 41, 74, 127, 134, 258, 311 Menu Foods, 34, 38 Merrill Lynch, 39, 106 Microsoft, 14, 93, 171, 277, 318, 337, 339, 348 Miller, 306 MySpace, 169, 171, 336 NASA, 302, 348 National Speleological Society, 319 NBA, 125 NBC Universal Studios, 141 Neustar, 298 NHL, 125, 126 Nike, 143 North American Soft Drinks, 72 Nurse Next Dorr, 89, 114 Ohio State University, 277 Oracle, 180 Parker Brothers, 43 PepsiCo Inc., 30, 39, 72–73, 233 PepsiCo International, 72 Pfizer, 149–150 Pixar, 21 Pizza Hut, 72 Playboy.com, 324 Proctor & Gamble (P&G), 68, 75, 137 PROFIT, 243, 303 Quova Inc., 298 Recording Industry Association of America, 320 Red Roof Inns, 73 Reebok, 142 Revlon, 138, 243 RightMedia, 243 Rolex, 29 Safeway, 13 Saturn Corporation, 280 Sears, 13, 108 Second Life, 142, 171, 191–192 7-Eleven, 323 www.downloadslide.com 430 | L IST O F I NT E R NAT I O NAL CO M PANI E S, BY CO UNTRY Sirius Satellite Radio, 74 Sun Life Assurance Company of Canada (US), 139–140 Taco Bell, 72 Target, 66, 77, 336 Ted’s Outfitters Shop, 217 TheFranchiseMall.com, 123, 123n 3M, 347 Tiger Electronics, 43 Time, 225 Timex, 29 TJX Companies, 318 Tonka Toys, 43 Towers Perrin, 270 Toys “R” Us, Tropicana Products, 72 Twitter, 27, 155, 173, 183, 191 UFC, 269 United Way, 11, 32 University of Iowa, 219 University of Utah, 248 University of Washington, 220 UPS, 166 US Environmental Protection Agency, 27 Verizon Communications, 171, 281 VEVO, 42 Walmart, 33, 66, 73, 75, 79, 315 Walt Disney World, 31 Watson Wyatt Worldwide, 4, 169, 186, 189 Wharton School of Business, 222 Whirlpool, 136 Whole Foods Market, 139 Wikipedia, 135 Williams-Sonoma, 32 Wilson Learning Worldwide, 49 Winners, 318 Wizards of the Coast, 43 Wood Mackenzie, 28 Woolworth, 273 Workopolis, 263 WorldatWork, 187n WorldCom, 224 Xerox, 140 XM Satellite Radio, 74 Yahoo!, 156, 336, 337–338 Yale, 233 Yale School of Management, 255 Yammer, 173 YMCA, 101 YouTube, 171, 337 YUM! Brands Inc., 73 www.downloadslide.com ... hold management positions, and many more around the world will continue to join the management ranks Women filled 20 percent of senior management roles globally in 20 11 (down from 24 percent in 20 09).66... different forms of power to affect the behaviour and performance of their followers For example, Lieutenant Commander Geoffrey Wadley, commanding officer of one of Australia’s state -of- the-art submarines,... p 21 6 Explain What charismatic 8.4 and transformational leaders do? p 22 3 LEARNING OBJECTIVES Describe How contingency theories 8.3 of leadership improve our understanding of leadership? p 22 0