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Brief Contents
Part 1 Introduction 2
Chapter 1 Managers and Management 2
History
Module A Brief History of Management’s Roots 27
Chapter 2 The Management Environment 34
Chapter 3 Integrative Managerial Issues 54
Part 2 Planning 80
Chapter 4 Foundations of Decision Making 80
Quantitative
Module Quantitative Decision-Making Aids 109
Chapter 5 Foundations of Planning 120
Glossary 458
Index 464
vii
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Contents
Content highlighted in blue indicates that it is presented via a visual spread.
Preface xvii
History Module: A Brief History of
Instructor Supplements xix
Management's Roots 27
Student Supplements xx
Early Management 27
About the Authors xxii
Classical Approaches 28
Behavioral Approach 29
Part 1 Introduction 2 Quantitative Approach 30
Contemporary Approaches 31
Chapter 1 Managers and Management 2 Endnotes 33
Who Are Managers and Where Do They Work? 5
What Three Characteristics Do All Organizations Share? 6
How Are Managers Different from Nonmanagerial Chapter 2 The Management Environment 34
Employees? 6
What Is the External Environment and Why Is It
What Titles Do Managers Have? 6
Important? 37
From the Past to the Present 1588–1705–1911–Today 7 How Has the Economy Changed? 38
What Is Management? 8 From the Past to the Present 1981–1987–1991–Today 39
What Role Do Demographics Play? 39
3 Ways to Look at What Managers Do 9
How Does the External Environment Affect Managers? 40
4 Functions Approach 9
Technology and the Manager’s Job | Can Technology
Management Roles Approach 10
Improve the Way Managers Manage? 41
Skills and Competencies 11
A Question of Ethics 43
Is the Manager’s Job Universal? 11
What Is Organizational Culture? 44
And the Survey Says . . . 13
How Can Culture Be Described? 45
Why Study Management? 14
Where Does Culture Come From? 45
A Question of Ethics 14
What Factors Are Reshaping and Redefining How Does Organizational Culture Affect Managers? 46
Management? 15 How Does Culture Affect What Employees Do? 46
Why Are Customers Important to the Manager’s Job? 15 How Does Culture Affect What Managers Do? 46
Technology and the Manager’s Job | Is It Still Managing And the Survey Says . . . 47
When What You’re Managing Are Robots? 16 Review
Why Is Innovation Important to the Manager’s Job? 17 Chapter Summary 48 • Discussion Questions 48 •
Importance of Social Media to the Manager’s Job 17 Management Skill Builder | Understanding Culture 49 •
Importance of Sustainability to the Manager’s Job 18 Experiential Exercise 50 • Case Application 1—Going to
Wrapping It Up . . . 18 Extremes 51 • Case Application 2—Not Sold Out 52 •
Case Application 3—Wild Ride 53 • Endnotes 53
Review
Chapter Summary 19 • Discussion Questions 19 • Chapter 3 Integrative Managerial Issues 54
Management Skill Builder | Political Skill 20 • Experiential
Exercise 22 • Case Application 1—Happier Employees →
What Is Globalization and How Does It Affect
Happier Customers = More Profit? 23 • Case Application Organizations? 57
2—Building a Better Boss 23 • Case Application 3—Saving What Does It Mean to Be “Global”? 58
the World 25 • Endnotes 26 How Do Organizations Go Global? 58
ix
x Contents
What Is Strategic Management? 126 From the Past to the Present 1965–1967–1984–Present 163
Why Is Strategic Management Important? 126 What Are Some Common Organizational Designs? 164
What Are the Steps in the Strategic Management What Traditional Organizational Designs Can Managers
Process? 127 Use? 164
What Strategic Weapons Do Managers Have? 128 What Contemporary Organizational Designs Can Managers
Technology and the Manager’s Job | IT and Strategy 129 Use? 165
And the Survey Says . . . 167
What Strategies Do Managers Use? 130 What Are Today’s Organizational Design Challenges? 168
Corporate Strategy 130 How Do You Keep Employees Connected? 168
Competitive Strategy 131 How Do Global Differences Affect Organizational
Functional Strategy 131 Structure? 168
Technology and the Manager’s Job | The Changing
A Question of Ethics 133
World of Work 169
How Do Managers Set Goals and Develop Plans? 133
How Do You Build a Learning Organization? 169
What Types of Goals Do Organizations Have and How Do
How Can Managers Design Efficient and Effective Flexible
They Set Those Goals? 133
Work Arrangements? 170
From the Past to the Present 1954–1960s and 1970s–Present 135
Review
What Types of Plans Do Managers Use and How Do They
Chapter Summary 173 • Discussion Questions 173 •
Develop Those Plans? 136
Management Skill Builder | Increasing Your Power 174 •
And the Survey Says . . . 138 Experiential Exercise 176 • Case Application 1—A New
What Contemporary Planning Issues Do Managers Kind of Structure 176 • Case Application 2—Volunteers
Face? 139 Work 177 • Case Application 3—You Work Where? 178 •
How Can Managers Plan Effectively in Dynamic Endnotes 179
Environments? 139
How Can Managers Use Environmental Scanning? 140 Chapter 7 Managing Human Resources 180
Review What Is the Human Resource Management Process and
Chapter Summary 141 • Discussion Questions 141 • What Influences It? 183
Management Skill Builder | Being a Good Goal Setter 142 • What Is the Legal Environment of HRM? 184
Experiential Exercise 144 • Case Application 1—Flip
From the Past to the Present 1913–Present 186
Flop 144 • Case Application 2—Fast Fashion 145 •
A Question of Ethics 187
Case Application 3—Shifting Direction 146 • Endnotes 147
How Do Managers Identify and Select Competent
Employees? 187
Part 3 Organizing 148 1 What Is Employment Planning? 187
2A How Do Organizations Recruit Employees? 189
Chapter 6 Organizational Structure and 2B How Does a Manager Handle Layoffs? 190
Design 148 3 How Do Managers Select Job Applicants? 190
What Are the Six Key Elements in Organizational How Are Employees Provided with Needed Skills and
Design? 151 Knowledge? 194
(1) What Is Work Specialization? 152 How Are New Hires Introduced to the
(2) What Is Departmentalization? 152 Organization? 194
(3) What Are Authority and Responsibility? 154 Technology and the Manager’s Job | Social and
Digital HR 195
(4) What Is Span of Control? 158
What Is Employee Training? 195
(5) How Do Centralization and Decentralization Differ? 159
A Question of Ethics 159 Keeping Great People: 2 Ways
(6) What Is Formalization? 159 Organizations Do This 198
Performance Management System 198
What Contingency Variables Affect
Structural Choice? 160 Should people be compared to one another or against a set of
standards? 198 • Traditional manager-employee perfor-
Mechanistic OR Organic 161 mance evaluation systems may be outdated 200 • When
Strategy → Structure 161 employee’s performance is not up to par 200
Size → Structure 162 Compensating Employees: Pay and Benefits 200
Technology → Structure 162 Compensation—Pay for doing a job 200 • Compensation—
Environment → Structure 162 Employees benefits 202
xii Contents
What Contemporary Hrm Issues Face Managers? 202 How Can Managers Encourage Innovation in an
How Can Managers Manage Downsizing? 202 Organization? 234
And the Survey Says . . . 203 How Are Creativity and Innovation Related? 235
How Can Workforce Diversity Be Managed? 203 What’s Involved in Innovation? 235
What Is Sexual Harassment? 204 How Can a Manager Foster Innovation? 236
What Is Workplace Spirituality? 205 How Does Design Thinking Influence Innovation? 238
How and Why Are Organizations Controlling HR Costs? 207 Review
Review Chapter Summary 239 • Discussion Questions 239 •
Chapter Summary 209 • Discussion Questions 209 • Management Skill Builder | Controlling Workplace Stress 240 •
Management Skill Builder | Being An Effective Interviewer 210 • Experiential Exercise 242 • Case Application 1—The Next Big
Experiential Exercise 212 • Case Application 1— Thing 242 • Case Application 2—GM’s Latest Model 243 •
Stopping Traffic 212 • Case Application 2—Résumé Case Application 3—Stress Kills 244 • Endnotes 245
Regrets 213 • Case Application 3—Thinking Outside the
Box 214 • Endnotes 215
Part 4 Leading 246
Career Module: Building Your Career 216
Chapter 9 Foundations of Individual
What Was Career Development Like, Historically? 216 Behavior 246
What Is Career Development Like, Now? 216 What are the Focus and Goals of Organizational
How Can I Have a Successful Career? 217 Behavior? 249
Assess Your Personal Strengths and Weaknesses 217 What Is the Focus of OB? 250
Identify Market Opportunities 217 What Are the Goals of Organizational Behavior? 250
Take Responsibility for Managing Your Own Career 217 What Role Do Attitudes Play in Job Performance? 251
Develop Your Interpersonal Skills 217 What Are the Three Components of an Attitude? 251
Practice Makes Perfect 217 What Attitudes Might Employees Hold? 251
Stay Up to Date 218 Do Individuals’ Attitudes and Behaviors Need to Be
Network 218 Consistent? 252
Stay Visible 218 What Is Cognitive Dissonance Theory? 252
Seek a Mentor 218 And the Survey Says . . . 253
Leverage Your Competitive Advantage 218 How Can an Understanding of Attitudes Help Managers Be
Don’t Shun Risks 218 More Effective? 253
It’s OK to Change Jobs 219 What Do Managers Need to Know About
Opportunities, Preparation, and Luck = Success 219 Personality? 254
How Can We Best Describe Personality? 254
Can Personality Traits Predict Practical Work-Related
Chapter 8 Managing Change and Innovation 220 Behaviors? 256
What Is Change and How Do Managers Deal with It? 223 A Question of Ethics 257
Why Do Organizations Need to Change? 224 How Do We Match Personalities and Jobs? 258
Who Initiates Organizational Change? 225 Do Personality Attributes Differ Across Cultures? 259
How Does Organizational Change Happen? 225 How Can an Understanding of Personality Help Managers
From the Past to the Present 1943–1944–1947–Present 226 Be More Effective? 259
How Do Managers Manage Resistance to Change? 228 What Is Perception and What Influences It? 260
Why Do People Resist Organizational Change? 229 What Influences Perception? 260
And the Survey Says . . . 229 How Do Managers Judge Employees? 261
What Are Some Techniques for Reducing Resistance to How Can an Understanding of Perception Help Managers
Organizational Change? 229 Be More Effective? 263
From the Past to the Present 1927–1971–Present 263
What Reaction Do Employees Have to
Organizational Change? 230 How Do Learning Theories Explain
What Is Stress? 230 Behavior? 263
What are the symptoms of stress? 231 Operant Conditioning 264
What Causes Stress? 231 Social Learning Theory 265
Job-related factors 231 • Personal factors 232 Shaping Behavior 265
A Question of Ethics 232 How Can an Understanding of Learning Help Managers Be More
How Can Stress Be Reduced? 233 Effective? 266
Cont ent s xiii
xvii
xviii Pr e fa c e
topics and ideas and make it easy for students to read and to know what’s important from that
particular chapter section. We hope you like these! They were a lot of fun for us to develop and
design! Also, because today’s students are accustomed to visually rich environments, we’ve
included additional visual presentations of material throughout the chapters to help engage
students with the material.
In addition to all these major changes, here is a chapter-by-chapter list of the topic addi-
tions and changes in the Ninth Edition:
Chapter 1—Managers and Management • Special features highlighting important chapter material and
providing visual interest
• New chapter opener—Management Myth/Debunked • 3 Case Applications —2 new
• Streamlined material in From the Past to the Present box to
better focus on key concepts
• New presentation of material in section on What Managers Do Chapter 5—Foundations of Planning
• New A Question of Ethics box
• New section on Importance of Social Media to the Manager’s • New chapter opener—Management Myth/Debunked
Job • New presentation of material in section on What Are Some
• Special features highlighting important chapter material and Criticisms of Formal Planning and How Should Managers
providing visual interest Respond?
• 3 Case Applications—2 are new • New material on social media as a strategic weapon
• New material on big data as a strategic weapon
• Streamlined material in From the Past to the Present box
Chapter 2—The Management Environment • Special features highlighting important chapter material and
providing visual interest
• New chapter opener—Management Myth/Debunked • 3 Case Applications —2 new
• New presentation of material in the From the Past to the
Present box feature
• Updated information on economic component of external Chapter 6—Organizational Structure
environment and Design
• Revised Technology and the Manager’s Job box
• New A Question of Ethics box • New chapter opener—Management Myth/Debunked
• New presentation of material in section on What Is • Clarified presentation of material on six key elements of
Organizational Culture? organizational design
• Special features highlighting important chapter material and • New A Question of Ethics box
providing visual interest • New presentation of material on What Contingency Variables
• 3 Case Applications—2 are new Affect Structural Choice?
• Streamlined material in From the Past to the Present box
• Special features highlighting important chapter material and
Chapter 3—Integrative Managerial Issues providing visual interest
• 3 Case Applications—2 new
• New chapter opener—Management Myth/Debunked
• New presentation of material in section on What Are the
Different Types of Global Organizations? Chapter 7—Managing Human Resources
• New A Question of Ethics box
• Special features highlighting important chapter material and • New chapter opener—Management Myth/Debunked
providing visual interest • Streamlined discussion of global HRM laws
• 3 Case Applications—all new • New material on use of social media in HR
• Special features highlighting important chapter material and
providing visual interest
Chapter 4—Foundations of Decision Making • 3 Case Applications—2 new
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Acknowledgments
Writing and publishing a textbook requires the talents of a number of people whose names
never appear on the cover. We’d like to recognize and thank a phenomenal team of talented
people who provided their skills and abilities in making this book a reality.
This team includes Kris Ellis-Levy, our senior acquisitions editor; Kelly Warsak, our
project manager; Erin Gardner, our senior marketing manager; Stephanie Wall, our editor in
chief; Nancy Moudry, our highly talented and gifted photo researcher; John Christiana, our
talented designer, who worked so hard to make this book as visually appealing as it is; and
Debbie Meyer, senior managing editor at Integra.
We also want to thank our reviewers—past and present—for the insights they have
provided us:
Deborah Gilliard, Metropolitan State College, Denver Dr. Clara Munson, Albertus Magnus College
Robert Girling, Sonoma State University Jane Murtaugh, College of DuPage
Patricia Green, Nassau Community College Francine Newth, Providence College
Gary Greene, Manatee Community College, Venice Campus Leroy Plumlee, Western Washington University
Kenneth Gross, The University of Oklahoma Pollis Robertson, Kellogg Community College
Jamey Halleck, Marshall University Cynthia Ruszkowski, Illinois State University
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Diane Minger, Cedar Valley College Lucia Worthington, University of Maryland
Kimberly K. Montney, Kellogg Community College University College
James H. Moore, Arizona State University Seokhwa Yun, Montclair State University
Thank You!
Steve, Dave, and I would like to thank you for considering and choosing our book for your
management course. All of us have several years of teaching under our belt, and we know
how challenging yet rewarding it can be. Our goal is to provide you with the best resources
available to help you excel in the classroom!
About the Authors
Stephen P. Robbins received his Ph.D. from the University of
Arizona. He previously worked for the Shell Oil Company and
Reynolds Metals Company and has taught at the University
of Nebraska at Omaha, Concordia University in Montreal,
the University of Baltimore, Southern Illinois University
at E dwardsville, and San Diego State University. He is
currently professor emeritus in management at San Diego
State.
Dr. Robbins’s research interests have focused on con-
flict, power, and politics in organizations, behavioral deci-
sion making, and the development of effective interpersonal
skills. His articles on these and other topics have appeared
in such journals as Business Horizons, the California Manage-
ment Review, Business and Economic Perspectives, International
Management, Management Review, Canadian Personnel and Industrial
Relations, and The Journal of Management Education.
Dr. Robbins is the world’s best-selling textbook author in the areas of management and organi-
zational behavior. His books have sold more than 6 million copies and have been translated into 20
languages. His books are currently used at more than 1,500 U.S. colleges and universities, as well as
hundreds of schools throughout Canada, Latin America, Australia, New Zealand, Asia, and Europe.
Dr. Robbins also participates in masters track competition. Since turning 50 in 1993, he’s won 23
national championships and 14 world titles. He was inducted into the U.S. Masters Track & Field Hall of
Fame in 2005 and is currently the world record holder at 100 m and 200 m for men 65 and over.
xxii
A bout t he Aut hor s xxiii
ent
gem
My th
My
want to be managers
need to take a
course in management.
© Rido/Fotolia
Another random document with
no related content on Scribd:
Benvenuto da Imola, Comentum super Dantis Aldigherii
Comoediam, ed. W. W. Vernon and J. P. Lacaita. Five vols. Florence,
1887.
Croce, B., La poesia di Dante. Bari, 1921. (English translation by
Douglas Ainslie, London, 1922.)
D’Ancona, A., Scritti danteschi. Florence, 1913.
D’Ovidio, F., Studi sulla Divina Commedia (Milan, 1901); Nuovi
studi danteschi (two vols., Milan, 1906-7).
Farinelli, A., Dante in Spagna—Francia—Inghilterra—Germania.
Turin, 1922.
Gardner, E. G., Dante and the Mystics. London, 1913.
Hauvette, H., Études sur la Divine Comédie. Paris, 1922.
Holbrook, R. T., Portraits of Dante from Giotto to Raffael. London,
1911.
Livi, G., Dante suoi primi cultori sua gente in Bologna (Bologna,
1918); Dante e Bologna (Bologna, 1921).
Moore, E., Textual Criticism of the Divina Commedia (Cambridge,
1889); Studies in Dante, four series (Oxford, 1896-1917); Time-
References in the Divina Commedia (Oxford, 1887).
Parodi, E. G., Poesia e storia nella Divina Commedia (Naples,
1921); Il Fiore e il Detto d’Amore (edited in appendix to the Opere di
Dante, Florence, 1922).
Reade, W. H. V., The Moral System of Dante’s Inferno. Oxford,
1909.
Ricci, C., La Divina Commedia illustrata nei luoghi e nelle persone
(Edizione del secentenario della morte di Dante). Milan, 1921.
Rocca, L., Di alcuni commenti della D.C. composti nei primi vent’
anni dopo la morte di Dante. Florence, 1891.
Santangelo, S., Dante e i trovatori provenzali. Catania, 1922.
Torraca, F., Studi danteschi (Naples, 1912); Nuovi studi danteschi
(Naples, 1921).
Toynbee, P., Dante Studies and Researches (London, 1902);
Dante in English Literature from Chaucer to Cary (two vols., London,
1909); Dante Studies (London, 1921).
Wicksteed, P. H., Dante and Aquinas (London, 1913); From Vita
Nuova to Paradiso, two essays on the vital relations between
Dante’s successive works (Manchester University Press, 1922).
Witte, K., Essays on Dante: selected, translated and edited, with
introduction, notes, and appendices, by C. M. Lawrence and P. H.
Wicksteed. London, 1898.
Besides Boccaccio and Benvenuto da Imola, the modern editions
of the other early commentators, Graziolo de’ Bambaglioli (Udine,
1892), Jacopo della Lana (Bologna, 1866, etc.), the Ottimo (Pisa,
1827-29), Pietro Alighieri (Florence, 1845), Francesco da Buti (Pisa,
1858-62), are worth consulting. Extracts, with notably better texts,
are given by Biagi in La D.C. nella figurazione artistica e nel secolare
commento.
For the question of the Letter of Frate Ilario, see P. Rajna, Testo
della lettera di frate Ilario e osservazioni sul suo valore storico, in
Dante e la Lunigiana (Milan, 1909). On the date of composition of
the Divina Commedia, cf. Parodi, Poesia e storia nella D.C.; Ercole,
Le tre fasi del pensiero politico di Dante, in the Miscellanea dantesca
of the Gior. stor. della lett. ital., and D’Ovidio in the Nuova Antologia,
March, 1923. In addition to the works already cited, published for the
sexcentenary of 1921, may be particularly mentioned the sumptuous
volume Dante e Siena (Siena, 1921), and Dante, la Vita, le Opere, le
grandi città dantesche, Dante e l’Europa (Milan, 1921).
The Giornale Dantesco, the Bullettino della Società Dantesca
Italiana, and Studi danteschi diretti da Michele Barbi (Florence) are
invaluable periodical publications.
Of the numerous English translations of the Divina Commedia,
besides those of Cary and Longfellow, may be mentioned that of C.
E. Norton in prose; Haselfoot and M. B. Anderson in terza rima; G.
Musgrave of the Inferno in Spenserian stanzas, and H. J. Hooper in
amphiambics; C. L. Shadwell of the Purgatorio and Paradiso in the
metre used by Andrew Marvell in his Horatian “Ode to Cromwell.”
The terza rima is a measure not easily adapted to English speech.
First introduced into English by Chaucer, with the modifications
which the difference of our prosody from the Italian requires, in two
fragments of A Compleint to his Lady (Minor Poems vi. in Skeat’s
Student’s Chaucer), it was used by Wyatt and Surrey, by Sir Philip
Sidney and other Elizabethans, and even once by Milton (in his
paraphrase of Psalm ii.). Among the few notable English poems in
terza rima written during the nineteenth century, Shelley’s unfinished
Triumph of Life stands supreme, and in it we may in very truth:
III. HELL
CANTOS
Dark Wood. Leopard, Lion, and Wolf. i.-ii.
Guidance of Virgil.
Gate of Hell. |iii.
Ante-Hell. Pusillanimous and iii.
neutrals, souls and
Angels. St. Celestine v.
(Some place Slothful,
Accidiosi, here.
Acheron. Charon’s boat. iii.
Brink of the Abyss. iv.
Circle I. (Limbo.) Unbaptized Children and Outside iv.
Virtuous Heathen. The ethical
Noble Castle. Homer, scheme of
Virgil, Horace, Ovid, Hell,
Lucan. Electra, Hector, because
Aeneas, Caesar; Camilla, unknown to
Penthesilea, Latinus, Aristotle as
Lavinia; the elder Brutus, sin. Some
Lucretia, Julia, Martia, regard this
Cornelia, The Saladin. circle, with
Aristotle; Socrates, Plato; Ante-Hell, as
Democritus, Diogenes, representing
Anaxagoras, Thales, Negative
Empedocles, Heraclitus, Incontinence.
Zeno, Dioscorides;
Orpheus, Cicero, Linus,
Seneca; Euclid and
Ptolemy; Hippocrates,
Avicenna, Galen;
Averroës.
Circle II. Minos. The Lustful: Incontinence. v.
Semiramis, Dido,
Cleopatra, Helen,
Achilles, Paris, Tristram;
Paolo Malatesta and
Francesca da Polenta.
Circle III. Cerberus. The vi.
Gluttonous: Ciacco of
Florence.
Circle IV. Plutus. Avaricious and vii.
Prodigal (none
recognisable).
Circle V. (Styx.) The Slothful? Angry and vii.-viii.
Sullen. Phlegyas and his
boat. Filippo Argenti.
Walls of City of Dis. Fiends and Furies. The viii.-ix.
Messenger of Heaven.
Circle VI. Heretics. Epicurus and his Outside ix.-xi.
followers. Farinata degli ethical
Uberti, Cavalcante de’ scheme.
Cavalcanti; Frederick ii, Intermediate
Cardinal Ottaviano degli between
Ubaldini; Pope Incontinence
Anastasius. and
Violence.
Some regard
this Circle as
included in
Bestiality, or
as Negative
Violence.
Precipice. The Minotaur. xii.
Circle VII. (1) In the river Violence or xii.
Phlegethon, the violent Bestiality.
against others, tyrants
and murderers; Alexander
the Great, Dionysius of
Sicily; Ezzelino, Obizzo
da Esti; Guy de Montfort;
Attila, Pyrrhus, Sextus
Pompeius; Rinier da
Corneto, Rinier Pazzo.
Chiron, Nessus, Pholus
and other centaurs.
(2) In the wood of harpies xiii.
and hell-hounds, the
violent against
themselves, suicides and
squanderers; Pier della
Vigna; Lano of Siena,
Giacomo da Santo
Andrea; a Florentine
suicide.
(3) On the burning sand: xiv.-xvii
—
(a) The violent against
God; Capaneus.
(b) The violent against
Nature; Brunetto Latini;
Priscian, Francesco
d’Accorso, Andrea de’
Mozzi; Guido Guerra,
Tegghiaio Aldobrandi,
Jacopo Rusticucci,
Guglielmo Borsiere.
(c) The violent against Art
(Usurers); unrecognisable
individuals of Gianfigliazzi
and Ubbriachi, and
Rinaldo degli Scrovigni,
expecting Vitaliano del
Dente and Giovanni
Buiamonte.
Great Abyss. Geryon. xvii.
Circle VIII. (Malebolge.) (1) Panders and Fraud, xviii.
Seducers; Venedico Malice.
Caccianemico, Jason.
Horned Devils.
(2) Flatterers; Alessio
Interminei, Thais.
(3) Simoniacs; Nicholas xix.
iii, awaiting Boniface viii
and Clement v.
(4) Soothsayers and xx.
Sorcerers; Amphiaraus,
Tiresias, Aruns, Manto,
Eurypylus, Michael Scot,
Guido Bonatti, Asdente of
Parma.
(5) Barrators; the Elder of xxi.-xxiii.
Lucca, Ciampolo, Frate
Gomita, Michel Zanche.
Malacoda and the
Malebranche.
(6) Hypocrites; two Frati xxiii.
Godenti of Bologna
(Catalano
(7) Thieves; Vanni Fucci; xxiv.-xxv.
Cacus; Cianfa Donati,
Francesco de’ Cavalcanti,
Agnello Brunelleschi,
Buoso (Donati or degli
Abati), Puccio de’ Galigai.
(8) Evil Counsellors; xxvi.-
Ulysses and Diomed; xxvii.
Guido da Montefeltro.
(9) Sowers of Scandal xxviii.-
and Schism; Mahomet, xxix.
Ali, Pier da Medicina,
Curio, Mosca de’
Lamberti, Bertran de
Born; Geri del Bello.
(10) Falsifiers; Griffolino, xxix-xxx.
Capocchio; Gianni
Schicchi, Myrrha; Adam
of Brescia, one of the
Counts of Romena;
Potiphar’s wife; Sinon.
Well of Giants. Nimrod, Ephialtes, xxxi.
Briareus, Antaeus, Tityus,
Typhon.
Circle IX. (Cocytus.) (1) In Caina; traitors to Treachery, xxxii.-
their kindred; Alessandro Malice. xxxiv.
and Napoleone degli
Alberti, Mordred,
Focaccia, Sassolo
Mascheroni, Camicione
dei Pazzi.
(2) In Antenora; traitors to
country or party; Bocca
degli Abati, Buoso da
Duera, Tesauro
Beccheria, Gianni de’
Soldanieri, Tebaldello,
Ganelon, Count Ugolino
and Archbishop Ruggieri.
(3) In Tolomea; traitors to
their guests; Alberigo de’
Manfredi, Branca d’Oria.
(4) In Giudecca; traitors to
their benefactors and their
lords; Judas, Brutus,
Cassius.
Centre of the Earth. Lucifer. xxxiv.
IV. PURGATORY
CANTOS
Shore of Island. Cato. Angel of Faith. Negligence i.-ii.
Casella. through
lack of
Foot of Mountain. Contumacious, but iii.
Love.
repentant; Manfred.
Gap where Ascent iv.
begins.
Ante-Purgatory. Penitence deferred through iv.
Indolence; Belacqua.
Violently slain unabsolved; v.-vi.
Jacopo del Cassero,
Buonconte, Pia, Guccio de’
Tarlati, Benincasa,
Federigo Novello, Gano
degli Scornigiani, Orso
degli Alberti, Pierre de la
Brosse.
Sordello. In Valley of vi.-viii.
Princes: Rudolph of
Hapsburg, Ottocar of
Bohemia; Philip iii of
France, Henry i of Navarre;
Peter iii of Aragon, Charles
i of Anjou; Alfonso iii of
Aragon; Henry iii of
England; William of
Montferrat; Nino Visconti,
Currado Malaspina.
Serpent, and two Angels of
Hope.
Gate of St. Peter. (Dream of Eagle; St. Lucy). ix.
Angel Confessor of
Obedience.
First Terrace. Purgation of Pride. Sins of the x.-xii.
Omberto Aldobrandesco, Spirit, or
Oderisi of Gubbio, Love
Provenzano Salvani. distorted.
[Alighiero i.]
Steps. Angel of Humility. xii.
Second Terrace. Purgation of Envy. Siena, xiii.-xiv.
Guido del Duca, Sapia of
Rinier da Calboli.
Steps. Angel of Fraternal Love. xv.
Third Terrace. Purgation of Anger. Marco xv.-xvii.
Lombardo.
Steps. Angel of Peace or xvii.
Meekness.
Fourth Terrace. (Virgil’s discourse of Love.) Love xvii.-xix.
Purgation of Sloth. Abbot of defective.
San Zeno. (Dream of
Siren.)
Steps. Angel of Zeal (Spiritual xix.
Joy).
Fifth Terrace. Purgation of Avarice and Sins of the xix.-xxii.
Prodigality. Adrian v; Hugh Flesh, or
Capet; Statius (who joins Love
Virgil and Dante). excessive.
Steps. Angel of Justice (cupidity xxii.
being its chief opponent).
Sixth Terrace. Purgation of Gluttony. xxii.-xxiv.
Forese Donati; Bonagiunta
of Lucca; Martin iv; Ubaldo
| della Pila; Archbishop
Boniface of Ravenna;
Messer Marchese of Forlì.
Steps. Angel of Abstinence. xxiv.-xxv.
(Statius on Generation.
Seventh Terrace. Purgation of Lust. Guido xxv.-xxvi.
Guinizelli, Arnaut Daniel.
Purging Fire. Angel of Purity. xxvii.
Last Steps. Cherubim with flaming xxvii.
sword? (Dream of Leah.)
Earthly Paradise. Matelda. Eden State xxviii.-
Triumph of the Church. of xxxiii.
Beatrice. Innocence
Mystical Tree of the Regained.
Empire.
Lethe and Eunoë.
V. PARADISE
POPES
Clement iv, 1265-1268.
[Purg. iii. 125.]
B. Gregory x, 1271-1276.
B. Innocent v, 1276.
Adrian v, 1276.
[Purg. xix. 88-145.]
John xxi, 1276-1277.
[Par. xii. 134.]
Nicholas iii, 1277-1280.
[Inf. xix. 31 et seq.]
Martin iv, 1281-1285.
[Purg. xxiv. 20-24.]
Honorius iv, 1285-1287.
Nicholas iv, 1288-1292.
St. Celestine v, 1294.
[Inf. iii. 59-60; Inf. xxvii. 105.]
Boniface viii, 1294-1303.
[Inf. xix. 52-57, 76-78; xxvii. 70-111; Purg. viii. 131; xx. 85-
90; xxxii. 153-156; Par. ix. 126; xii. 90; xvii. 50; xxvii. 22; xxx.
148.]
B. Benedict xi, 1303-1304.
[Epist. i. 1. Nowhere else mentioned in Dante’s works,
though some identify him, rather than Boniface, with the
‘defunct high-priest’ of Epist. viii. 10.]
Clement v, 1305-1314.
[Inf. xix. 82-87; Purg. xxxii. 157-160; Par. xvii. 82; xxvii. 58;
xxx. 142-148; Epist. v. 10; vii. 7; viii. 4.]
John xxii, 1316-1334.
[Par. xviii. 130-136; xxvii. 58.]
EMPERORS
Rudolph of Hapsburg, 1273-1291.
[Purg. vi. 103; vii. 94-96; Par. viii. 72; Conv. iv. 3.]
Adolph of Nassau, 1292-1298.
[Conv. iv. 3.]
Albert of Hapsburg, 1298-1308.
[Purg. vi. 97 et seq.; Par. xix. 115; Conv. iv. 3.]
Henry of Luxemburg, Henry vii, 1308-1313.
[Purg. vii. 96; Par. xvii. 82; xxx. 133-138; Epist. v., vi., vii.,
vii.*, vii.**, vii.***]
Louis of Bavaria, 1314-1347.
KINGS OF FRANCE
St. Louis ix, 1226-1270.
[Not mentioned by Dante; unless, perhaps, indirectly in
Purg. vii. 127-129, and xx. 50.]
Philip iii, 1270-1285.
[Purg. vii. 103-105.]
Philip iv, 1285-1314.
[Inf. xix. 87; Purg. vii. 109-111; xx. 91-93; xxxii. 152; Par.
xix. 120; Epist. viii. 4.]
Louis x, 1314-1316.
Philip v, 1316-1322.
KINGS OF ENGLAND
Henry iii, 1216-1272.
[Purg. vii. 131.]
Edward i, 1272-1307.
[Purg. vii. 132; Par. xix. 122.]
Edward ii, 1307-1327.
KINGS OF NAPLES[42]