Supervision Concepts and Skill-Building 8th Edition Certo Solutions Manual

Supervision Concepts and Skill-Building 8th
Edition Certo Solutions Manual download
https://testbankdeal.com/product/supervision-concepts-and-skill-
building-8th-edition-certo-solutions-manual/
Explore and download more test bank or solution manual
at testbankdeal.com

We have selected some products that you may be interested in
Click the link to download now or visit testbankdeal.com
for more options!.
Supervision Concepts and Skill-Building 8th Edition Certo
Test Bank
building-8th-edition-certo-test-bank/
Supervision Concepts and Skill-Building 10th Edition Certo
Solutions Manual
building-10th-edition-certo-solutions-manual/
Supervision Concepts and Skill-Building 9th Edition Samuel
Certo Solutions Manual
building-9th-edition-samuel-certo-solutions-manual/
Auditing The Art and Science of Assurance Engagements
Canadian Twelfth Edition Canadian 12th Edition Arens Test
Bank
https://testbankdeal.com/product/auditing-the-art-and-science-of-
assurance-engagements-canadian-twelfth-edition-canadian-12th-edition-
arens-test-bank/

Essentials of Organizational Behaviour Canadian 1st
Edition Robbins Test Bank
https://testbankdeal.com/product/essentials-of-organizational-
behaviour-canadian-1st-edition-robbins-test-bank/
Business Essentials 10th Edition Ebert Solutions Manual
https://testbankdeal.com/product/business-essentials-10th-edition-
ebert-solutions-manual/
Payroll Canadian 1st Edition Dryden Test Bank
https://testbankdeal.com/product/payroll-canadian-1st-edition-dryden-
test-bank/
Radiologic Science for Technologists Physics Biology and
Protection 11th Edition Bushong Test Bank
https://testbankdeal.com/product/radiologic-science-for-technologists-
physics-biology-and-protection-11th-edition-bushong-test-bank/
Principles of Risk Management and Insurance 13th Edition
Rejda Solutions Manual
https://testbankdeal.com/product/principles-of-risk-management-and-
insurance-13th-edition-rejda-solutions-manual/

Income Tax Fundamentals 2017 35th Edition Whittenburg
Solutions Manual
https://testbankdeal.com/product/income-tax-fundamentals-2017-35th-
edition-whittenburg-solutions-manual/

Chapter 08 - The Supervisor as Leader
8-1
© 2013 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in
whole or part.
Chapter 08
The Supervisor as Leader
I. CHAPTER OVERVIEW
Supervisors must be leaders. Leading is the management function of influencing people to act or not
act in a certain way. This chapter describes a variety of leadership styles and discusses how to give
directions. It also discusses how supervisors can effectively relate with the various people in an
organization.
To find out whether people are natural leaders, researchers have looked for traits commonly found in
effective leaders. Although research has been inconsistent, the conclusion is that traits alone do not
predict success as a leader. Traits that are often suggested as useful include a sense of responsibility,
self-confidence, high energy level, empathy, internal locus of control, and a sense of humor.
Leadership styles are categorized in several ways. When categorized by the amount of authority
retained by the supervisor, supervisors can be authoritarian, democratic, or laissez-faire. Another way
to look at differences in leadership styles is to consider what supervisors focus on in making decisions
and evaluating accomplishments. Supervisors may focus on the task at hand (task-oriented approach),
the people involved (people-oriented), or on both.
The contingency theories of leadership like Fiedler’s contingency model, life cycle theory, and the
path-goal theory of leadership are based on the view that the best style of leadership depends on the
situation. According to Fiedlers’ contingency model, the performance of a particular leadership style
depends on three characteristics of the situation: leader–member relations, task structure, and the
position power of the leader. Hershey-Blanchard’s life cycle theory suggests that the leadership style
should reflect the maturity of the followers. The path–goal theory of leadership suggests that the
primary activities of a leader are to make desirable and achievable rewards available to organization
members who attain organizational goals and to clarify the kinds of behavior that must be performed
to earn those rewards. Servant and entrepreneurial leadership styles are relevant to different situations.
Servant leadership style is well suited for leaders whose primary task is to serve people around them
while entrepreneurial leadership is based on the attitude that the leader is self-employed.
The text discusses the factors that should be kept in mind when selecting a leadership style. These
factors include characteristics of the leader, the subordinates, and the situation itself.
Successful supervisors need to work effectively and maintain good relations with their employees,
boss, and peers. With employees, supervisors should set a good example, be ethical, and develop trust.
Supervisors should give their boss loyalty, cooperation, information, and results and be aware of and
respond to the boss’s style. With peers, supervisors should keep competition fair and as friendly as
possible and offer support or criticism in a constructive way.
II. TEACHING THE CONCEPTS BY LEARNING OBJECTIVES
Learning Objective 8.1: Discuss the possible link between personal traits and leadership ability.
1. Key terms.
Leading: Influencing people to act or not act in a certain way.
Internal Locus of Control: The belief that you are the primary cause of what happens to yourself.

8-2
whole or part.
2. Teaching notes.
The text makes the distinction between managers and leaders in a quote from consultant and
author Paul Taffinder, “Managers seek and follow direction. Leaders inspire achievement.”
The terminology of leading and leadership may be confusing to the student. The terms leading or
leadership are often used in place of the word managing with little or no distinction between the
terms. (“Manage–1. To direct or control the use of. 2. a. To exert control over. b. To make
submissive to one’s authority, discipline, or persuasion.”). In some cases a distinction is
emphasized with leadership described as a more dynamic activity toward meeting the needs and
goals of the organization. The dictionary definitions of lead and manage indicate that “lead” is
going in advance, or guiding, while “manage” is directing and controlling. The supervisor’s job is
a blend of both, sometimes going in advance and sometimes directing and controlling.
Organizations seek to hire or promote employees who will be successful and an asset to the
organization. Is it possible to predict success or leadership ability from personality type, or are
there traits that are associated with a supervisor’s success? Traits that might be considered
significant include:
a. Sense of responsibility. Supervisors must be willing to take seriously the responsibility that
goes with the job.
b. Self confidence. Supervisors who believe in their ability to get the job done will convey
confidence to employees.
c. High energy level. Many organizations expect supervisors to willingly put in long hours in
order to handle the variety of duties that come with the job.
d. Empathy. Supervisors need to be sensitive to the feelings of employees and higher
management. Supervisors who have difficulty understanding what makes people tick will be at
a disadvantage.
e. Internal locus of control. People with an internal locus of control are thought to be better
leaders because they try harder to take charge of events.
f. Sense of humor. People with a good sense of humor are more fun to work with or for.
3. Teaching examples to discuss the possible link between personal traits and leadership ability.
There are many books on leadership. They provide diverse reasons of leadership success including
personal traits, structural systems, and behavioral explanations. Stephen R. Covey, in The 7 Habits
of Highly Effective People, looks at personal characteristics or habits. An argument is made for
deep fundamental truths that act as guidelines to deal with a wide variety of situations. The seven
habits are not separate but act together to provide a basis of behavior or action. A review of the
seven habits provides additional support for many of the characteristics presented in the text.
The seven habits are summarized below. However, if Covey’s work is used as a basis for the
lecture it may be useful to read more of the book. There are excellent examples to illustrate the
principles.
Habit 1–Be proactive. This refers to the taking of responsibility to make things happen.
Habit 2–Begin with the end in mind. Start with a clear picture of where you are going and what
the destination will look like. It also implies you know where you are right now.
“Begin with the end in mind” is based on the principle that all things are created twice. There’s a
mental or first creation, and a physical or second creation to all things.

8-3
whole or part.
Habit 3–Put first things first. This principle is based on two factors–importance and urgency.
Priority is given to those things that are important and working toward the position where there is
sufficient time to avoid high urgency. This is achieved by minimizing the unimportant things.
THE TIME MANAGEMENT MATRIX
Urgent Not Urgent
Important I
Activities
Crises
Pressing problems
Deadline-driven projects
II
Activities
Prevention, PC activities
Relationship building
Recognizing new
opportunities
Planning, recreation
Not Important III
Activities
Interruptions, some calls
Some mail, some reports
Some meetings
Proximate, pressing matters
Popular activities
IV
Activities
Trivia, busy work
Some mail
Some phone calls
Time wasters
Pleasant activities
Habit 4–Think win/win. This principle means that agreements or solutions are mutually beneficial.
A supervisor’s success is not achieved at the expense of another person.
Habit 5–Seek first to understand, then to be understood. First listen with the intent to understand.
Empathetic listening gives you the data for understanding. This is the key to effective
interpersonal communications.
Habit 6–Synergize. Synergy is the essence of principle-centered leadership. Simply defined, the
whole is greater than the sum of its parts.
Habit 7–Sharpen the saw. This habit makes the other habits possible.
4. Exercise for discussing the possible link between personal traits and leadership success.
Split class into teams of three members each. Each team should be asked to pick and represent one
industry. The teams should then discuss the personal traits that are most important for leadership
success in the industry that they represent. Are there industry-specific personal traits important for
leadership?

8-4
whole or part.
Learning Objective 8.2: Explain democratic vs. authoritarian leadership.
1. Key terms.
Authoritarian Leadership: A leadership style in which the leader retains a great deal of
authority.
Democratic Leadership: A leadership style in which the leader allows subordinates to participate
in decision making and problem solving.
Laissez-faire Leadership: A leadership style in which the leader is uninvolved and lets
subordinates direct themselves.
2. Teaching notes.
There are different leadership styles. Supervisors may instinctively use a style they are
comfortable with, or they may consciously try to develop a style. Knowledge of different
leadership styles will help the supervisor determine the best style for results. Leadership styles are
categorized in several ways. Listed below are three separate ways to categorize leadership styles:
a. Amount of authority retained. One method of looking at leadership styles is by the amount of
authority retained by the supervisor. Although a supervisor seldom exhibits just one style, he
or she may use one style more than the other.
(1) The authoritarian leader retains a great deal of authority. Essentially it is a style where the
supervisor gives orders and employees are expected to follow orders. An example would
be a military commander who expects unquestioned obedience. An advantage of this type
of leadership is that decisions are made quickly. It works best in an emergency or crisis or
where employees lack maturity. A disadvantage is that employees may become dependent
on decisions from the supervisor and will not do anything on their own.
(2) Democratic leadership allows participation by employees. This type of leadership is
exhibited in organizations that have employee teams for problem solving. An advantage is
that employees may feel they have a say in the way things are done, and therefore be more
satisfied with their jobs. A disadvantage is that decisions take longer. A supervisor who
leaves most decisions up to the group may be viewed by some employees as weak.
(3) Laissez-faire leadership lets employees do what they want. This type of leadership is
seldom practiced by supervisors. This type of leadership works best in an atmosphere
where creativity or innovation is required. This type of leadership may be seen by
employees as no leadership at all.
b. Task oriented or people oriented. Another way of looking at leadership styles is to consider
what supervisors focus on in making decisions and evaluating accomplishments. Generally,
supervisors are task oriented or people oriented. Most organizations prefer a combination of
both in supervisors.
(1) Task-oriented leadership focuses on the jobs to be done and the goals to be accomplished.
(2) People-oriented leadership focuses on the well-being of the people managed. Morale, job
satisfaction, and relationships among employees are emphasized.

8-5
whole or part.
c. Researchers Robert R. Blake and Jane S. Mouton developed a Managerial Grid® (see text
Figure 8.2 “The Managerial Grid”) that identifies seven styles of leadership by managers.
Along one axis is the manager’s concern for people and along the other is the manager’s
concern for production. Their research led them to conclude that productivity, job satisfaction,
and creativity are highest with a (9, 9), or team management, style of leadership.
3. Teaching examples to describe leadership styles that a supervisor might adopt.
The following are situations where authoritarian, democratic, and laissez-faire style are used or
might be appropriate.
a. Authoritarian style of leadership–organizations or departments that require a regimented
method of performance, quick response, or employees need a lot of direction. The military,
and military-type organizations such as correction facilities, would be an example. Fire
fighting would be another. This style would also be appropriate in organizations where
employees require a lot of direction, such as a fast-food restaurant where there is high turnover
of personnel.
b. Democratic style of leadership–organizations and departments that require input from
employees for problem solving or product and process improvement. This style works in
organizations where there is a highly skilled work force, especially if work requires teamwork
to complete work effectively. An example may be companies that supply the auto industry
with parts and materials. These companies are being driven by competitive forces to improve
quality and reduce prices through continuous improvement.
c. Laissez-faire style of leadership–organizations or departments that require innovative
employees where creativity is important. Examples include research and development
departments, software companies, and design departments. Beauty salons might be another
type of company where this style of leadership works best.
4. Exercise to describe leadership styles that a supervisor might adopt.
Text figure 8.2 “The Managerial Grid” illustrates the managerial grid developed by Blake and
Mouton. Use this grid to identify management styles. To apply this model of leadership,
supervisors identify where their current style of leadership falls on the managerial grid, then
determine the kinds of changes they must make to adopt the (9, 9) style, which is high in concern
for both people and production.
Ask students to identify two or three firms they are familiar with. After scoring these firms on
their concern for production and concern for people, use the Management Grid to locate the
leadership style of the firm.
Learning Objective 8.3: Explain major leadership theories.
1. Teaching notes.
Contingency theories of leadership maintain that the best style of leadership depends on the
circumstances. There are two models: Fiedler’s model and the Hersey-Blanchard model.
a. Fiedler’s model. Supervisors will be relationship oriented (people oriented) or task oriented
depending on:

8-6
whole or part.
(1) leader-member relations, or the extent to which the leader has group members’ support
and loyalty.
(2) task structure, or whether there are specified procedures to follow in carrying out the task.
(3) position power, or the leader’s formal authority granted by the organization.
Fiedler recommends that a leader determine whether his or her preferred leadership style fits
the situation, and, if not, the leader should try to change the characteristics of the situation.
(See text Figure 8.3.)
b. The Hersey-Blanchard Life Cycle theory is similar to Fiedler’s model except it believes that
the leadership style should reflect the maturity of the followers as measured by such traits as
ability to work independently. Leaders should adjust the degree of task and relationship
behavior in response to the growing maturity of their followers. As followers mature, leaders
should move through a combination of behaviors:
(1) High task and low relationship behavior
(2) High task and high relationship behavior
(3) Low task and high relationship behavior
(4) Low task and low relationship behavior
c. The path–goal theory of leadership suggests that the primary activities of a leader are to make
desirable and achievable rewards available to organization members who attain organizational
goals and to clarify the kinds of behavior that must be performed to earn those rewards.
According to the theory of path–goal leadership, a leader should exhibit the following
behaviors:
(1) Directive behavior–involves telling followers what to do and how they are to do it.
(2) Supportive behavior–involves recognizing that above all, followers are human beings.
Therefore, it’s important to be friendly and encouraging to followers.
(3) Participative behavior–involves seeking input from followers about methods for
improving business operations.
(4) Achievement behavior–involves setting a challenging goal for a follower to meet, and
expressing confidence that the follower can meet this challenge.
Servant leadership involves putting other people’s needs, aspirations, and interests above your
own. In fact, a servant leader deliberately chooses to serve other people. More recent research
on servant leadership has indicated that a servant leader meets the following description:
(1) A good listener
(1) Empathic
(2) Healing
(3) Aware
(4) Persuasive

8-7
whole or part.
Entrepreneurial leadership is based on the attitude that the leader is self-employed. An
entrepreneurial leader often has the following characteristics:
(1) Visionary
(2) Problem solver
(3) Decision maker
(4) Risk taker
2. Teaching examples to explain contingency theories of leadership.
The contingency models are not inconsistent with the categories of leadership styles in Learning
Objective 8.2. As noted above, a supervisor seldom exhibits purely one type of leadership style.
A simple example of how the Hersey-Blanchard model can be interpreted is to look at the needs
and response of the supervisor to a new employee.
a. The new employee needs a lot of help in learning the job.
High task and low relationship behavior–provide the technical training associated with the job.
b. The new employee has been trained and is working on the job.
High task and high relationship behavior–coach and follow-up on the technical parts of the job
and feedback to maintain self-esteem during a time when employees may feel unsure of
themselves.
c. The new employee is coming along and seems to have mastered the technical part of the job.
He or she may not have the speed or skill level of a more experienced employee.
Low task and high relationship–most of the attention is aimed at assuring the employee he or
she is doing what is expected and is satisfactory as an employee.
d. The new employee is now up to speed, has mastered the technical part of the job, and feels
comfortable doing the job.
Low task and low relationship behavior–the supervisor can reduce the amount of both the task
and relationship behavior focused on this employee.
3. Exercise to explain contingency theories of leadership.
See the “Exercise” below for Learning Objective 8.4. Identify criteria for choosing a leadership
style. The exercise includes an application of contingency theories of leadership.
Learning Objective 8.4: Identify criteria for choosing a leadership style.
1. Teaching notes.
Since no single type of personality is associated with good leadership, different leaders prefer
different styles of leading. Situational characteristics include the supervisor’s characteristics such
as values and strengths, the level of competency of the employees, and the environment in which
they both work. The list below includes some of the characteristics that influence how supervisors
feel about various approaches to leading.

8-8
whole or part.
Supervisor characteristics:
a. The manager’s values. What is most important to the supervisor in carrying out his or her job?
Department’s contribution to company profits? The supervisor’s own growth and
development? Developing employees?
b. Level of confidence in employees. The more confident the supervisor is in employees, the
more he or she will involve employees.
c. Personal leadership strengths. Effective leaders capitalize on their strengths.
d. Tolerance for ambiguity. When the supervisor involves employees in solving problems or
making decisions, he or she cannot always be sure of the outcomes. Will he or she be
comfortable with the uncertainty?
Employee characteristics:
a. Need for independence. Employees who want a lot of direction will welcome autocratic
leadership.
b. Readiness to take responsibility. Employees eager to assume responsibility appreciate
democratic or laissez-faire styles of leadership.
c. Tolerance for ambiguity. Employees tolerant of ambiguity will accept the leadership style that
gives them more input.
d. Interest in the problem. Employees interested in a problem and think it is important will want
to help solve it.
e. Understanding of and identification with goals. Employees who understand and identify with
the organization’s or department’s goals will want an active role in meeting these goals.
f. Knowledge and experience. Employees with the knowledge necessary to solve a problem are
more apt to want to help come up with a solution.
g. Expectations. Some employees expect to participate in making decisions and solving
problems.
Growing diversity in the work place means that supervisors may have a more difficult time
determining where the employees are in regard to these characteristics. There is the additional
danger that supervisors have preconceived ideas about how employees think and behave.
Supervisors need to get involved and know their employees.
Characteristics of the situation:
a. Type of organization. The organization lends itself to a type of leadership. For example, if
supervisors are expected to manage large numbers of employees, a democratic leadership style
may be time consuming and relatively challenging to use. When there are a large number of
employees to manage or they are dispersed over a large area, laissez-faire style leadership may
be the result whether it is intended or not.
b. Effectiveness of the group. Regardless of the characteristics of individual employees, some
groups are more successful in handling decisions than others. When employees have little
experience making decisions, authoritarian style leadership may be easier to use.
c. The problem or task. Problems range from simple to complex. Tasks range from structured to
relatively unstructured. Although it appears that each of these variables suggests a specific
type of leadership, such as a structured task is best handled with more control by the
supervisor, in reality each problem or task is also related to the other characteristics of the
situation.
d. Time available. An autocratic leader is in a position to make decisions quickly. Group
decision making usually requires more time for discussion and sharing ideas.

8-9
whole or part.
2. Teaching examples for identifying criteria for choosing a leadership style.
Use Figure 8.3 “Fiedler’s Contingency Model of Leadership” to illustrate how different
characteristics will justify a leadership style depending on the variation in the characteristics.
Figure 8.3 lists most of the characteristics in this learning objective with the extreme ends of the
continuum listed under either authoritarian or democratic leadership. This chart is meant to be
representative, not conclusive. Remind students that again they are looking at one variable at a
time and not the possible combinations that exist in organizations.
To include students in a discussion about situations and leadership style, ask them for knowledge
or experience in organizations that exemplify some of the comparisons.
3. Exercise for identifying criteria for choosing a leadership style.
This exercise is designed to give students a feel for how some of the characteristics discussed in
the text dictate the most effective leadership style that a leader might choose. Included are
characteristics of supervisors, employees, and the situation or organization.
This exercise can be done in the classroom as a small group exercise or as homework for
individual students. If done in the classroom, allow about 15 minutes for students to read, discuss,
and decide on the appropriate leadership style. To use the exercise:
Make a copy of Figure 8.4A “What Leadership Style Is Best?” for each student.
a. Explain to the students they are to determine the best leadership style at this time. For some of
the descriptions, a different leadership style may be appropriate at a later time.
b. Discuss the choices made with the entire class.
FIGURE 8.4A
What Leadership Style Is Best?
What type of leadership style–authoritarian, democratic, or laissez-faire–would be best for the
following situations” Explain why.
1. There are several new cashiers in the sales staff. This is bad news for Jose, the supervisor. It would
be easier if they were all in the same area, but they are widely dispersed throughout the store.
Fortunately, they are inexperienced so he will not have to untrain any bad practices. He had high
confidence that they would learn fast and soon be on their own.
2. Rashell was happy to see how the major projects of her department, a large graphic arts
department of an advertising department, were progressing. She felt very fortunate that the
employees of the department were talented and quickly assumed responsibility for the new jobs.
Of course, she had been working hard for five years to develop the staff. She had a right to be
proud.
3. Larry hoped the evening would be a quiet one with few emergencies. He had been on the job only
for four months and he still was not as familiar with all of the procedures. Larry supervised a
group of volunteers on “hot lines” for a crisis center. They were great people to work with, but
many lacked the confidence that would take the heat off from him during busy times.

8-10
whole or part.
4. Martha had been with the company for 15 years. She looked out over her department and wished
the employees would assume more responsibility for their jobs and the future of the company.
They seemed to be interested in one thing–the end of the day. The company was trying to develop
improvement teams. But Martha had little confidence in the employees’ ability to work in teams.
They did their jobs, but when they reorganized the department last year to put teams together and
to increase production and quality, they acted like a bunch of cats each going their own way.
5. Fidencio, the supervisor of receiving for a large department store, was pleased with his recent
performance review. His department was rated very efficient. He was thankful for the employees
he supervised and he told them how pleased he was with their hard work. His employees were
always the first to volunteer for whatever came along. They would always take over when
someone was out sick. Even in a crisis, like when the sales items didn’t come in until hours before
the sale started, he could count on them.
FIGURE 8.4B
Answers to What Leadership Style Is Best?
What type of leadership style–authoritarian, democratic, or laissez-faire–would be best for the
following situations? Explain why.
1. There are several new cashiers in the sales staff. This is bad news for Jose, the supervisor. It would
be easier if they were all in the same area, but they are widely dispersed throughout the store.
Fortunately, they are inexperienced so he will not have to untrain any bad practices. He had high
confidence that they would learn fast and soon be on their own. (Authoritarian. The employees are
new and inexperienced and they are scattered throughout the store.)
2. Rashell was happy to see how the major projects of her department, a large graphic arts
department of an advertising department, were progressing. She felt very fortunate that the
employees of the department were talented and quickly assumed responsibility for new jobs. Of
course, she had been working hard for five years to develop the staff. She had a right to be proud.
(Laissez-faire. The department is creative and employees are talented and assume responsibility.
They don’t need much supervision.)
3. Larry hoped the evening would be a quiet one with few emergencies. He had been on the job only
for four months and he still was not as familiar with all of the procedures. Larry supervised a
group of volunteers on “hot lines” for a crisis center. They were great people to work with, but
many lacked the confidence that would take the heat off from him during busy times.
(Authoritarian. Volunteers are not confident in their ability, and Larry doesn’t have confidence in
them. A crisis may need a very quick decision, and Larry is ultimately responsible. He is also not
very confident in his own ability in this situation.)
4. Martha had been with the company for 15 years. She looked out over her department and wished
the employees would assume more responsibility for their jobs and the future of the company.
They were good workers but they seemed to be interested in one thing–the end of the day. The
company was trying to develop improvement teams. They did their jobs, but when they
reorganized the department last year to put teams together to increase production and quality, they
acted like a bunch of cats each going their own way. (Authoritarian. It would be better if the
conditions were right for team involvement and a democratic leadership style, but the conditions
call for an authoritarian style. There is low interest in involvement or responsibility, and
employees don’t work well as a group.)

Visit https://testbankdead.com
now to explore a rich
collection of testbank,
solution manual and enjoy
exciting offers!

8-11
whole or part.
5. Fidencio, the supervisor of receiving for a large department store, was pleased with his recent
performance review. His department was rated very efficient. He was thankful for the employees
he supervised and he told them how pleased he was with their hard work. His employees were
always the first to volunteer for whatever came along. They would always take over when
someone was out sick. Even in a crisis, like when the sales items didn’t come in until hours before
the sale started, he could count on them. (Democratic. Employees want to be involved and he had
confidence in them.)
Learning Objective 8.5: Explain how supervisors can develop and maintain good relations with
their employees, manager, and peers.
1. Teaching notes.
A supervisor needs support from many people in the organization to be successful. First, they need
the support of their employees. They also need the support of their boss and co-workers. Ways to
get along with almost everyone include projecting a positive attitude, taking an interest in other
people, and helping out.
A supervisor who is liked and respected by employees will inspire them to work harder and better.
This does not mean that the supervisor should be friends with employees. Rather, the supervisor
should consistently treat them in a way that reflects his or her role as a part of management
Supervisors should be role models for employees by following the rules of the company. They
should also be fair in the treatment of employees and ethical.
Employees work most cooperatively with a supervisor they trust. Building trust takes time and
effort, yet it can be lost with a single act that is unreasonable. Trust is built by fair and predictable
behavior.
No matter how good you are at planning, organizing, and leading, your ability to get along with
your boss can determine the course of your career within the organization. That may not always
seem fair, but the fact is that your boss is the one who most often decides whether you will be
promoted, get a raise, or even have a job next week. A boss who likes to work with you is more
likely to take a favorable view of your performance. A supervisor can assume that his or her boss
expects the following:
a. Loyalty. This means that the supervisor says only positive things about the company and his or
her boss.
b. Cooperation. This means that the supervisor works with others in the organization to achieve
organizational goals.
c. Communication. This means that the boss expects to be kept informed about the department’s
performance.
d. Results. This means that the supervisor should see to it that the department meets or exceeds
its objectives.
You can better meet your boss’s expectations if you understand him or her as an individual. Notice
what issues are important to your boss and as much as you can adapt your own style to match his
or hers. Also ask your boss what his or her expectations are for you and how your performance
will be measured.

8-12
whole or part.
If you are dissatisfied or unhappy with your boss, consider what the source of the problem is. Most
interpersonal problems arise from the behavior and attitudes of two people, so are there changes
you can make to improve the situation? If you can’t improve the situation enough by changing
your own behavior, talk to your boss. If you can’t resolve the problem with your boss, your best
bet probably is to hunt for another job.
If you get along well with your peers in the same and other departments, they will help you look
good and get your job done. If they resent or dislike you, the poor relations can cause an endless
stream of problems. Sometimes your peers will be competing with you for raises, bonuses, or
promotions. Remember that the more you can cooperate, the better you will all look.
2. Teaching examples to explain how supervisors can develop and maintain good relations with their
employees, boss, and peers.
One of the most important tasks of the supervisor is meeting the department and organizational
goals. Meeting the goals is intimately tied to the relationships the supervisor develops within the
organization. Simply put, this means effectively managing your employees by using both
relationship and technical skills. The outcome will affect the relationship with your boss. Success
in meeting the goals will make you and your boss look good; failure will make you and your boss
look bad.
Since departments do not act alone in the success or failure to meet goals, it is important that
supervisors get the support necessary from others. This is especially true when there are problems
to be solved. Manufacturing companies may find quality problems in the departments that produce
parts. The cause of the problem may be the purchase and receiving of poor quality material. By
working together, departments can identify material characteristics necessary for quality results
and purchase material with these characteristics in the future. Neither the purchasing nor the
production department can solve this problem alone. Another source of material problems may be
in the storage of raw materials. If another department handles this, then that department should be
included in the solution to the problem also.
Relationships with employees:
Gunther Heinz was the new supervisor of accounting in the local hospital. Smoking was not
allowed in hospital offices, so he held meetings with employees in the smoking lounge to “kill two
birds with one stone.” He did not take any other breaks. He was surprised when his boss told him
he had had complaints about him taking too many breaks. Gunther was also surprised to find that
the employees were angry about sitting in the smoking lounge. Gunther explained he was using
the time to bring them up to date on the latest instruction. Why were they unhappy? He was
making good use of his time.
Think of your relationship with your employee as a long-term investment. In the short term you
may get the work done with demands, hostility, threats, and scare tactics, but what will be the
long-term effect of this type of behavior? Think about the golden rule of supervision: Do unto
others as you want to be done unto. Provide the tools, information, and support for your
employees to do a good job. Let them know they can depend on you by your actions. Provide a
role model of the expected behavior. If you return late from coffee breaks, you can be sure your
employees will follow your example.

8-13
whole or part.
Relationships with the boss:
You can be successful in reaching the department’s goals but unsuccessful with your boss. Kim
Wong, a supervisor in an electronics service company, was proud of herself. Productivity in her
department was the highest in the company. She had tried a new method of replacing all suspected
components rather than wasting time doing extensive and unnecessary testing. Sure it cost a little
more, but she was sure her boss would appreciate her effort. She was surprised when her boss was
unhappy and told her to go back to the old way.
You cannot take for granted that being a good supervisor in the eyes of your employees will
guarantee your success in the eyes of the boss. You must actively seek to understand what your
boss expects and what he or she thinks of you and your performance. Failure to understand the
importance of meeting the expectations of your boss can result in loss of wages, promotions, better
assignments, and ultimately your job.
We tend to like people who are like us. It helps to be aware of your boss’s characteristics and
style. In your boss’s presence, mirror his or her preferences and style. Sometimes you can’t be like
your boss. If there is a wide difference in age, education, and background, you cannot change what
you are. On the other hand, don’t emphasize the differences. For example, if your boss is much
older than you are, refrain from remarks that emphasize your relative youth. If your boss has no
formal education and you are formally educated, refrain from emphasizing theory over experience.
Relationships with peers:
Supervisors should not neglect their relationship with their peers. It takes the combined effort of
everyone to attain the organizational goals. Failure to recognize the interdependency of the
departments in meeting organizational goals may result in reaching one department’s goals at the
expense of another department.
Peers can help a supervisor in many ways. Gunther was bewildered by the smoking problem. He
had just moved here from another state. He had always worked for a hospital and understood the
smoking issues, but he was trying to be helpful to his employees and not waste time. He turned to
his peers to find out the expectations of others in the hospital. They clued him in. Take quick
smoke breaks, not too many, and don’t take anyone else in with you.
There are many specific interpersonal relation techniques. Several are covered in the text In
addition, take the initiative to learn about these and any others that will help you be successful
with the members of your organization.
3. Exercise to explain how supervisors can develop and maintain good relations with their
employees, boss, and peers.
Getting along with others is a necessary component of success for the supervisor. New supervisors
and students may have taken interpersonal relationships for granted in the past. There are many
instruments available to identify personal characteristics. In the future they may be asked to fill out
a questionnaire to determine their strengths and weaknesses as defined by the company.
The exercises suggested are meant to sensitize students to what they are and how that may be
different than what is expected. Recognizing differences may help them adjust behavior to meet
the expectations of bosses and others. The exercises are not intended to be personality or style
indicators.

8-14
whole or part.
a. Recognize differences between you and your boss. This exercise can be used as homework or
as a small group exercise in the classroom. If used as a small group exercise, each student
should fill out the chart characteristics for him- or herself. Arrange for a photocopy of Figure
8.6 “How Are You Different?” for each student.
(1) Have students compare themselves to their boss. If they are not employed, the instructor
of the class can be used for the comparison.
(2) Determine specific actions to be taken by the supervisor or student to minimize
differences where they occur. It is useful to have others in the group discuss ways to
minimize differences.
(3) Discuss with the entire class some of the ways students would minimize differences
between employees and their boss.
FIGURE 8.6
How Are You Different?
Characteristic You Boss
Action If
Different Risk If Different
Age
Gender
Culture
Style
Communication:
Preferred method
to receive
information
Sense of humor
Willingness to
risk
Willingness to
change
Grooming habits:
Style of dress
Other (list)
Other (list)

8-15
whole or part.
III. ANSWERS TO REVIEW AND DISCUSSION QUESTIONS
1. Describe the six traits that researchers believe may indicate a good leader. However, research has
not established a clear link between personality traits and leadership success. What other factors
do you think might contribute to success or failure?
Sense of responsibility; self-confidence (a person believes in his or her ability to get the job done);
high energy level (willing to work hard, take on challenges); empathy (ability to understand
others); internal locus of control (the belief that one is the primary cause of what happens to
oneself); sense of humor.
Answers will vary. However, some students may focus on issues covered throughout the chapter:
leadership style, circumstances, human relations, and so forth.
2. Claire Callahan supervises the camping department of a large outdoor equipment store. The store
manager (Claire’s boss) has given her the objective of increasing sales by 10 percent during the
next quarter. Choose one of the three leadership styles for Clair (authoritarian, democratic, or
laissez-faire). Then state three or more steps that she might take to influence her employees to
meet the new sales objective.
Answers will vary. If she’s authoritarian, she will probably dictate instructions to her employees,
such as requirements for working longer hours, scripts for new sales pitches to customers (for
instance, while they are at the cash register), and the like. If she’s democratic, she may hold a staff
meeting to get ideas from employees on how to increase sales, and then help them choose the most
workable ideas and implement them. If she’s laissez-faire, she may fail to meet the objectives.
She might take the following steps to influence her employees to meet the new sales objective:
• Post the new goal where employees can see it, or hold a staff meeting to inform them of the
goal.
• Use rewards (cash, if available, or at least recognition) to spur employee productivity.
• Use competition as a tool for motivating employees by asking the employees to compete
against other departments or other stores in the vicinity.
3. Ann Wong is the accounts payable supervisor at an insurance company. During a time of layoffs,
she decides that she should adopt a more people-oriented leadership style than the style she
normally uses. What does this change mean?
Ann will become less task oriented, a style that focuses on the jobs to be done and the goals to be
accomplished, and more people oriented, a leadership style that focuses on the well-being of the
people managed such as morale, job satisfaction, and relationships among people in the
department. This change might help Ann because layoffs usually result in low employee morale
and that, in turn, affects productivity.
4. Do you think it is more realistic to expect supervisors to adjust the situation to meet their preferred
leadership style, as suggested by Fiedler’s contingency model of leadership, or to adjust their
leadership style to fit the situation, as suggested by Hersey and Blanchard? Explain your
reasoning.

Other documents randomly have
different content

The articles obiected to king Richard, whereby he was counted
worthie to be deposed from his principalitie.
1 FIRST, that king Richard wastfullie spent the treasure of the
realme, and had giuen the possessions of the crowne to men
vnworthie, by reason whereof, new charges more and more were
laid on the poore cōmunaltie. And where diuerse lords, as well
spirituall as temporall, were appointed by the high court of
parlement, to commune and treat of diuerse matters concerning
the com
mon-wealth of the realme, which being busie about the
same commission, he with other of his affinitie went about to
impeach, and by force and menacing compelled the iustices of the
realme at Shrewesburie to condescend to his opinion, for the
destruction of the said lords, in so much that he began to raise
warre against Iohn duke of Lancaster, Richard earle of Arundell,
Thomas earle of Warwike, and other lords, contrarie to his honor
and promise.
2 Item, that he caused his vncle the duke of Glocester to be
arrested without law and sent him to Calis, and there without
iudgement murthered him, and although the earle of Arundell
vpon his arreignment pleaded his charter of pardon, he could not
be heard, but was in most vile and shamefull manner suddenlie
put to death.
3 Item, he assembled certeine Lancashire and Cheshire men, to
the intent to make warre on the same lords, and suffered them to
rob and pill, without correction or repréeue.
4 Item, although the king flateringlie, and with great
dissimulation, made proclamation through out the realme, that the
lords before named were not attached of anie crime of treason,
but onlie for extortions and oppressions doone in this realme; yet
he laid to them in the parlement, rebellion and manifest treason.
5 Item, he hath compelled diuers of the said lords seruants and
friends, by menaces & extreme pains, to make great fines to their

vtter vndooing; and not
with
stand
ing his pardon, yet he made
them fine anew. |860|
6 Item, where diuerse were appointed to commune of the state
of the realme, and the commonwealth thereof, the same king
caused all the rols and records to be kept from them, contrarie to
promise made in the parlement, to his open dishonor.
7 Item, he vncharitablie commanded, that no man vpon paine
of losse of life, and goods, should once intreat him for the returne
of Henrie now duke of Lancaster.
8 Item, where this realme is holden of God, and not of the pope
or other prince, the said king Richard, after he had obteined
diuerse acts of parlement, for his owne peculiar profit and
pleasure, then he obteined bulles and extreame censures from
Rome, to compell all men streightlie to kéepe the same, contrarie
to the honour and ancient priuileges of this realme.
9 Item, although the duke of Lancaster had doone his deuoire
against Thomas duke of Norfolke in proofe of his quarrell; yet the
said king, without reason or ground, banished him the realme for
ten yeers, contrarie to all equitie.
10 Item, before the dukes departure, he vnder his broad seale
licenced him to make atturnies to prosecute and defend his
causes: the said king after his departure, would suffer none
atturnie to appeare for him, but did with his at his pleasure.
11 Item, the same king put out diuerse shiriffes lawfullie
elected, and put in their roomes diuerse other of his owne,
subuerting the law, contrarie to his oth and honor.
12 Item, he borowed great summes of monie, and bound him
vnder his letters patents, for the repaiment of the same, and yet
not one penie paid.
13 Item, he taxed men at the will of him and his vnhappie
councell, and the same treasure spent in follie, not paieng poore
men for their vittels and viands.
14 Item, he said, that the lawes of the realme were in his head,
and sometimes in his brest, by reason of which fantasticall
opinion, he destroied noble men, and impouerished the poore
commons.

15 Item, the parlement setting and enacting diuerse notable
statutes, for the profit and aduancement of the com
mon-wealth,
he by his priuie fréends and solicitors caused to be enacted, that
no act then enacted, should be more preiudiciall to him, than it
was to anie of his predecessors: through which prouiso he did
often as he listed, and not as the law did meane.
16 Item, for to serue his purpose, he would suffer the shiriffes
of the shire to remaine aboue one yeare or two.
17 Item, at the summons of the parlement, when knights and
burgesses should be elected, that the election had béene full
procéeded, he put out diuerse persons elect, and put other in their
places, to serue his will and appetite.
18 Item, he had priuie espials in euerie shire, to heare who had
of him anie com
mun
i
ca
tion; and if he communed of his lasciuious
liuing, or outragious dooings, he straightwaies was apprehended,
and put to a gréeuous fine.
19 Item, the spiritualtie alledged against him, that he at his
going into Ireland, exacted manie notable summes of monie,
beside plate and iewels, without law or custome, contrarie to his
oth taken at his coronation.
20 Item, where diuerse lords and iustices were sworne to saie
the truth of diuerse things to them committed in charge, both for
the honor of the relme, and profit of the king, the said king so
menaced them with sore threatenings, that no man would or durst
saie the right.
21 Item, that without the assent of the nobilitie, he carried the
iewels, plate, and treasure, ouer into Ireland, to the great
impouerishment of the realme: and all the good records for the
common wealth, and against his extortions, he caused priuilie to
be imbessled, and conueied awaie.
22 Item, in all leagues and letters to be concluded or sent to the
sée of Rome, or other regions, his writing was so subtill and
darke, that none other prince once beléeued him, nor yet his
owne subiects. |861|
23 Item, he most tyrannouslie and vnprincelie said, that the
liues and goods of all his subiects were in his hands, and at his

disposition.
24 Item, that contrarie to the great charter of England, he
caused diuerse lustie men to appeale diuerse old men, vpon
matters determinable at the common law in the court Martiall,
bicause that there is no triall, but onelie by battell: wherevpon,
the said aged persons, fearing the sequele of the matter,
submitted themselues to his mercie, whome he fined and
ransomed vnreasonablie at his will and pleasure.
25 Item, he craftilie deuised certeine priuie othes, contrarie to
the law, and caused diuerse of his subiects first to be sworne to
obserue the same, and after bound them in bonds for kéeping of
the same, to the great vndooing of manie honest men.
26 Item, where the chancellor, according to the law, would in no
wise grant a prohibition to a certeine person, the king granted it
vnto the same, vnder his priuie seale, with great threatenings, if it
should be disobeied.
27 Item, he banished the bishop of Canturburie without cause
or iudgement, and kept him in the parlement chamber with men
of armes.
28 Item, the bishops goods he granted to his successor, vpon
condition, that he should mainteine all his statutes made at
Shrewesburie anno 21, and the statutes made anno 22 at
Couentrie.
29 Item, vpon the accusation of the said bishop, the king
craftilie persuaded him to make no answer for he would be his
warrant, and advised him not to come to the parlement, and so
without answer he was condemned and exiled, and his goods
seized.
These be all the articles of anie effect, which were laid against
him, sauing foure other, which touched onelie the archbishops
matter, whose working wroong king Richard at length from his
crowne. Then for so much as these articles, and other heinous and
detestable accusations were laid against him in open parlement, it
was thought by the most part, that he was worthie to be deposed
from all kinglie honor and princelie gouernement: and to bring the

The king is
persuaded to
resigne the
crowne to the
duke.
Fabian.
matter without slander the better to passe, diuerse of the kings
seruants, which by licence had accesse to his person, comforted him
(being with sorrow almost consumed, and in manner halfe dead) in
the best wise they could, exhorting him to regard his health, and
saue his life.
And first, they aduised him willinglie to suffer
himselfe to be deposed, and to resigne his right of his
owne accord, so that the duke of Lancaster might
without murther or battell obteine the scepter and
diademe, after which (they well perceiued) he gaped:
by meane whereof they thought he might be in
perfect assurance of his life long to continue. Whether this their
persuasion procéeded by the suborning of the duke of Lancaster and
his fauourers, or of a sincere affection which they bare to the king,
as supposing it most sure in an extremitie, it is vncerteine; but yet
the effect followed not, howsoeuer their meaning was: not
with
‐
stand
ing, the king being now in the hands of his enimies, and
vtterlie despairing of all comfort, was easilie persuaded to renounce
his crowne and princelie preheminence, so that in hope of life onelie,
he agreed to all things that were of him demanded. And so (as it
should seeme by the copie of an instrument hereafter following) he
renounced and voluntarilie was deposed from his roiall crowne and
kinglie dignitie, the mondaie being the nine and twentith daie of
September, and feast of S. Michaell the archangell in the yeare of
our Lord 1399, and in the thrée and twentith yeare of his reigne.
The copie of which instrument here insueth.

This promise he
made at Flint
rather than at
Conwaie, as by
that which goeth
before it may be
partlie
coniectured.
A copie of the instrument touching the declaration of the com
mis
‐
sion
ers sent from the states in parlement, vnto king Richard.
THIS present indenture made the nine and twentith
daie of September, and feast of saint Michaell, in the
yeare of our Lord 1399, and the three and twentith
yeare of king |862| Richard the second. Witnesseth,
that where by the authoritie of the lords spirituall
and temporall of this present parlement, and
commons of the same, the right honorable and
discreet persons heere vnder named, were by the said authoritie
assigned to go to the Tower of London, there to heare and testifie
such questions and answers as then and there should be by the
said honourable and discreet persons hard. Know all men, to
whome these present letters shall come, that we, sir Richard
Scroope archbishop of Yorke, Iohn bishop of Hereford, Henrie
earle of North
um
ber
land, Rafe earle of Westmerland, Thomas lord
Berkeleie, William abbat of Westminster, Iohn prior of Canturburie,
William Thirning and Hugh Burnell knights, Iohn Markham iustice,
Thomas Stow and Iohn Burbadge doctors of the ciuill law, Thomas
Erpingham and Thomas Grey knights, Thomas Ferebie and Denis
Lopeham notaries publike, the daie and yeere aboue said,
betweene the houres of eight and nine of the clocke before noone,
were present in the cheefe chamber of the kings lodging, within
the said place of the Tower, where was rehearsed vnto the king by
the mouth of the foresaid earle of North
um
ber
land, that before
time at Conwaie in Northwales, the king being there at his
pleasure and libertie, promised vnto the archbishop of Canturburie
then Thomas Arundell, and vnto the said earle of North
um
ber
land,
that he for insufficiencie which he knew himselfe to be of, to
occupie so great a charge, as to gouerne the realme of England,
he would gladlie leaue of and renounce his right and title, as well
of that as of his title to the crowne of France, and his maiestie

roiall, vnto Henrie duke of Hereford, and that to doo in such
conuenient wise, as by the learned men of this land it should most
sufficientlie be deuised & ordeined. To the which rehearsall, the
king in our said presences answered benignlie and said, that such
promise he made, and so to do the same he was at that houre in
full purpose to performe and fulfill; sauing that he desired first to
haue personall speach with the said duke, and with the archbishop
of Canturburie his cousins. And further, he desired to haue a bill
drawne of the said resignation, that he might be perfect in the
rehearsall thereof.
After which bill drawne, and a copie thereof to him by me the
said earle deliuered, we the said lords and other departed: and
vpon the same afternoone the king looking for the comming of the
duke of Lancaster, at the last the said duke, with the archbishop of
Canturburie and the persons afore recited, entered the foresaid
chamber, bringing with them the lords Roos, Aburgenie, and
Willoughbie, with diuerse other. Where after due obeisance
doone by them vnto the king, he familiarlie and with a glad
countenance (as to them and vs appeered) talked with the said
archbishop and duke a good season; and that com
mun
i
ca
tion
finished, the king with glad countenance in presence of vs and the
other aboue rehearsed, said openlie that he was readie to
renounce and resigne all his kinglie maiestie in maner and forme
as he before had promised. And although he had and might
sufficientlie haue declared his renouncement by the reading of an
other meane person; yet for the more suertie of the matter, and
for that the said resignation should haue his full force and
strength, himselfe therefore read the scroll of resignation, in
maner and forme as followeth.

The tenor of the instrument whereby king Richard resigneth the
crowne to the duke of Lancaster.
IN the name of God Amen: I Richard by the grace of God, king of
England and of France, &c: lord of Ireland, acquit and assoile all
archbishops, bishops, and other prelats, secular or religious, of
what dignitie, degree, state, or condition so euer they be; and also
all dukes, marquesses, earles, barons, lords, and all my liege men,
both spirituall and secular, of what manner or degree they be,
from their oth of fealtie and homage, and all other deeds and
priuileges made vnto me, and from all manner bonds of
allegiance, |863| regalitie and lordship, in which they were or be
bounden to me, or anie otherwise constreined; and them, their
heires, and successors for euermore, from the same bonds and
oths I release, deliuer, and acquit, and set them for free, dissolued
and acquit, and to be harmelesse, for as much as longeth to my
person by anie manner waie or title of right, that to me might
follow of the foresaid things, or anie of them. And also I resigne
all my kinglie dignitie, maiestie and crowne, with all the lordships,
power, and priuileges to the foresaid kinglie dignitie and crowne
belonging, and all other lordships and possessions to me in anie
maner of wise perteining, of what name, title, qualitie, or
condition soeuer they be, except the lands and possessions for me
and mine obits purchased and bought. And I renounce all right,
and all maner of title of possession, which I euer had or haue in
the same lordships and possessions, or anie of them, with anie
manner of rights belonging or apperteining vnto anie part of
them. And also the rule and gouernance of the same kingdome
and lordships, with all ministrations of the same, and all things
and euerie each of them, that to the whole empire and
iurisdictions of the same belongeth of right, or in anie wise may
belong.

And also I renounce the name, worship, and regaltie and kinglie
highnesse, clearelie, freelie, singularlie and wholie, in the most
best maner and forme that I may, and with deed and word I leaue
off and resigne them, and go from them for euermore; sauing
alwaies to my successors kings of England, all the rights,
priuileges and appurtenances to the said kingdome and lordships
abouesaid belonging and apperteining. For well I wote and
knowledge, and deeme my selfe to be, and haue beene
insufficient and vnable, and also vnprofitable, and for my open
deserts not vnworthie to be put downe. And I sweare vpon the
holie euangelists here presentlie with my hands touched, that I
shall neuer repugne to this resignation, demission or yeelding vp,
nor neuer impugne them in anie maner by word or deed, by my
selfe nor none other: nor I shall not suffer it to be impugned, in as
much as in me is, priuilie or apertlie. But I shall haue, hold, and
keepe this renouncing, demission, and giuing vp for firme and
stable for euermore in all and euerie part thereof, so God me
helpe and all saints, and by this holie euangelist, by me bodilie
touched and kissed. And for more record of the same, here
openlie I subscribe and signe this present resignation with mine
owne hand.
Now foorthwith in our presences and others, he subscribed the
same, and after deliuered it vnto the archbishop of Canturburie,
saieng that if it were in his power, or at his assignement, he would
that the duke of Lancaster there present should be his successour,
and king after him. And in token heereof, he tooke a ring of gold
from his finger being his signet, and put it vpon the said dukes
finger, desiring and requiring the archbishop of Yorke, & the
bishop of Hereford, to shew and make report vnto the lords of the
parlement of his voluntarie resignation, and also of his intent and
good mind that he bare towards his cousin the duke of Lancaster,
to haue him his successour and their king after him. ¶ All this
doone euerie man tooke their leaue and returned to their owne.
Vpon the morrow after being tuesdaie, and the last daie of
September, all the lords spirituall and temporall, with the commons

K. Richards
resignation
confirmed by
parlement.
of the said parlement, assembled at Westminster,
where, in the presence of them, the archbishop of
Yorke, and the bishop of Hereford, according to the
kings request, shewed vnto them the voluntarie
renouncing of the king, with the fauour also which he bare to his
cousine of Lancaster to haue him his successour. And moreouer
shewed them the schedule or bill of renouncement, signed with king
Richards owne hand, which they caused to be read first in Latine, as
it was written, and after in English. This doone, the question was
first asked of the lords, if they would admit and allow that
renouncement: the which when it was of them granted and
confirmed, the like question was asked of the commons, and of
them in |864| like manner confirmed. After this, it was then declared,
that not
with
stand
ing the foresaid renouncing, so by the lords and
commons admitted and confirmed, it were necessarie in auoiding of
all suspicions and surmises of euill disposed persons, to haue in
writing and registred the manifold crimes and defaults before doone
by king Richard, to the end that they might first be openlie declared
to the people, and after to remaine of record amongst other of the
kings records for euer.
All this was doone accordinglie, for the articles which before yee
haue heard, were drawne and ingrossed vp, and there shewed
readie to be read; but for other causes more néedfull as then to be
preferred, the reading of those articles at that season was deferred.
Then forsomuch as the lords of the parlement had well considered
the voluntarie resignation (of king Richard, and that it was
behoouefull and as they thought) necessarie for the weale of the
realme, to proceed vnto the sentence of his deposing, there were
appointed by the authoritie of all the estates there in parlement
assembled, the bishop of saint Asaph, the abbat of Glastenburie, the
earle of Glocester, the lord Berkleie, William Thirning iustice, and
Thomas Erpingham, with Thomas Graie, knights, that they should
giue and pronounce the open sentence of the deposing of king
Richard. Whervpon the said com
mis
sion
ers taking counsell togither,

by good and deliberate aduise therein had, with one assent agréed,
that the bishop of S. Asaph should publish the sentence for them
and in their names, as followeth.

The publication of king Richards deposing.
IN the name of God Amen. We Iohn bishop of S. Asaph, Iohn
abbat of Glastenburie, Thomas earle of Glocester, Thomas lord
Berkeleie, William Thirning iustice, Thomas Erpingham & Thomas
Graie knights, chosen and deputed speciall commissaries by the
three states of this present parlement, representing the whole
bodie of the realme, for all such matters by the said estates to vs
committed: we vnderstanding and considering the manifold
crimes, hurts, and harmes doone by Richard king of England, and
misgouernance of the same by a long time, to the great decaie of
the said land, and vtter ruine of the same shortlie to haue beene,
had not the speciall grace of our God therevnto put the sooner
remedie: and also furthermore aduerting, that the said king
Richard by acknowledging his owne insufficiencie, hath of his
owne meere voluntee and free will, renounced and giuen ouer the
rule & gouernance of this land, with all rights and honours vnto
the same belonging, and vtterlie for his merits hath iudged
himselfe not vnwoorthilie to be deposed of all kinglie maiestie and
estate roiall. We the premisses well considering by good and
diligent deliberation, by the power, name, and authoritie to vs (as
aboue is said) committed, pronounce, decerne, and declare the
same king Richard, before this to haue beene, and to be
vnprofitable, vnable, vnsufficient, and vnwoorthie of the rule and
gouernance of the foresaid realms and lordships, and of all rights
and other the appurtenances to the same belonging. And for the
same causes we depriue him of all kinglie dignitie and worship,
and of any kinglie worship in himselfe. And we depose him by
our sentence definitiue, forbidding expresselie to all archbishops,
and bishops, and all other prelats, dukes, marquesses, erles,
barons and knights, and all other men of the foresaid kingdome
and lordships, subiects, and lieges whatsoeuer they be, that none
of them from this daie forward, to the foresaid Richard as king and

lord of the foresaid realmes and lordships, be neither obedient nor
attendant.
After which sentence thus openlie declared, the said estates
admitted foorthwith the forenamed com
mis
sion
ers for their
procurators, to resigne and yeeld vp vnto king Richard, all their
homage and fealtie, which in times past they had made and owght
vnto him, and also for to declare vnto him (if need were) all things
before doone that concerned the |865| purpose and cause of his
deposing: the which resignation was respited till the morow
following. Immediatlie as the sentence was in this wise passed, and
that by reason thereof the realme stood void without head or
gouernour for the time, the duke of Lancaster rising from the place
where before he sate, and standing where all those in the house
might behold him, in reuerend manner made a signe of the crosse
on his forhead, and likewise on his brest, and after silence by an
officer commanded, said vnto the people there being present, these
words following.

The demand of
the archbishop of
Canturburie to the
commons.
Thom. Wals.
The duke of
Hereford placed in
the regall throne.
The archbishop
preached.
The duke of Lancaster laieth challenge or claime to the crowne.
IN the name of the Father, and of the Sonne, & of the Holie-
ghost. I Henrie of Lancaster claime the realme of England and
the crowne, with all the appurtenances, as I that am descended
by right line of the blood comming from that good lord king Henrie
the third, and through the right that God of his grace hath sent
me, with the helpe of my kin, and of my freends, to recouer the
same, which was in point to be vndoone for default of good
gouernance and due iustice.
After these words thus by him vttered, he returned
and sate him downe in the place where before he had
sitten. Then the lords hauing heard and well
perceiued this claime thus made by this noble man,
ech of them asked of other what they thought
therein. At length, after a little pausing or staie made,
the archbishop of Canturburie hauing notice of the
minds of the lords, stood vp & asked the commons if
they would assent to the lords, which in their minds
thought the claime of the duke made, to be rightfull and necessarie
for the wealth of the realme and them all: whereto the commons
with one voice cried, Yea, yea, yea. After which answer, the said
archbishop going to the duke, and knéeling downe before him on his
knee, addressed to him all his purpose in few words. The which
when he had ended, he rose, & taking the duke by the right hand,
led him vnto the kings seate, the archbishop of Yorke assisting him,
and with great reuerence set him therein, after that the duke had
first vpon his knées made his praier in deuout manner vnto almightie
God. When he was thus placed in his throne to the great reioising of
the people, the archbishop of Canturburie began a breefe collation,
taking for his theme these words, written in the first booke of kings

the ninth chapter; Vir dominabitur in populo, &c: handling the same,
& the whole tenour of his tale to the praise of the king, whose setled
iudgement, grounded wisedome, perfect reason, and ripe discretion
was such (said he) as declared him to be no child, neither in yeares,
nor in light conditions, but a man able and méete for the
gouernement of a realme: so that there was no small cause of
comfort ministred to them through the fauourable goodnesse of
almightie God, which had prouided them of such a gouernor, as like
a discréet iudge shall déeme in causes by skilfull doomes, and rule
his subiects in vpright equitie, setting apart all wilfull pleasures, and
childish inconstancie. This is a summarie of his oration. But because
the qualitie of this volume is such, as that it hath set foorth matters
at large: I will laie downe the archbishops words, as they are
recorded by Fabian in ample manner as followeth.

Abr. Fl. out of
Fabian, pag. 351.
The archbishop of Canturburie his oration, framed vpon this text, Vir
dominabitur in populo, &c: written in the first booke of kings and
ninth chapter.
THESE be the words of the high, and most mightie
king, speaking to Samuel his prophet, teaching him
how he should choose and ordaine a gouernor of his
people of Israell, when the said people asked of him a king, to
rule them. And not without cause may these woords be said here
of our lord the king that is. For, if they be inwardlie conceiued,
|866| they shall giue vnto vs matter of consolation and comfort,
when it is said that a man shall haue lordship and rule of the
people, and not a child. For God threatneth not vs as he
sometime threatned the people by Esaie, saieng: Esa. 3. Et dabo
pueros principes eorum, & effeminati dominabuntur eis, I shall
(saith our Lord) giue children to be their rulers & princes, and
weake or fearefull shall haue dominion ouer them. But of his
great mercie he hath visited vs, I trust his peculiar people, and
sent vs a man to haue the rule of vs, & put by children that before
time ruled this land, after childish conditions, as by the woorkes of
them it hath rightlie appeared, to the disturbance of all this
realme; and for want and lacke of a man. For, as saith the
apostle Paule ad Corinthos, 1. capite 14. Cùm essem paruulus,
loquebar vt paruulus, &c: quando autem factus sum vir, euacuaui
quæ erant paruuli, that is to say, When I was a child, I sauored
and spake as a child, but at the time when I came vnto the estate
of a man, then I put by all my childish conditions.
The apostle saith, he sauored and spake as a child, in whome is
no stedfastnesse, or constancie. For a child will lightlie promise,
and lightlie he will breake his promise, and doo all things that his
appetite giueth him vnto, and forgetteth lightlie what he hath
doone. By which reason it followeth, that needilie great
inconuenience must fall to that people, that a child is ruler and

gouernour of: nor it is not possible for that kingdome to stand in
felicitie, where such conditions reigne in the head and ruler of the
same. But now we ought all to reioise, that all such defaults be
expelled, and that a man, and not a child, shall haue lordship ouer
vs. To whom it belongeth to haue a sure rane vpon his toong,
that he maie be knowne from a child, or a man vsing childish
conditions: of whom I trust I maie say, as the wise man saith in
his prouerbs, Prouerb. 3. cap. Beatus homo qui inuenit sapientiam,
& qui affluit prudentia, that is to say; Blessed be the man that
hath sapience or wisdome, and that aboundeth in prudence. For
that man that is ruled by sapience, must needs loue & dred our
Lord God, and who so loueth & dreadeth him, it must
consequentlie follow that he must keepe his commandements.
By force whereof he shall minister true iustice vnto his subiects,
and doo no wrong nor iniurie to any man.
So that then shall follow the words of the wise man the which
be rehearsed, Prouerb. 10. Benedictio Domini super caput iusti, os
autem impiorum operit iniquitatem, that is to saie, The blessing of
our Lord God shall light vpon the head of our king, being a iust
and righteous man, for the toong of him worketh equitie and
iustice; but the toong of the wicked & of sinners couereth
iniquitie. And who so worketh or ministreth iustice in due order,
he not onlie safegardeth himself, but also holdeth people in a
suertie of restfulnes, of the which insueth peace and plentie. And
therefore it is said of the wise king Salomon, Eccles. 10. Beata
terra cuius rex nobilis est, vel cuius principes vescuntur in tempore
suo, wich is to be vnderstanded, that blessed & happie is that
land, of the which the king or ruler is noble and wise, and the
princes be blessed that liue in his time. As who would say, they
may take example of him to rule and guide their subiects. For by
the discretion of a noble and wise man being in authoritie, manie
euils be sequestred and set apart, all dissemblers put to silence.
For the wise man considereth and noteth well the great in
con
uen
i
‐
en
ces which dailie now growe of it, where the child or insipient
drinketh the sweet and delicious words vnaduisedlie, and
perceiueth not intoxication which they be mingled or mixt with, till

he be inuironed and wrapped in all danger, as latelie the
experience thereof hath beene apparent to all our sights and
knowledges, & not without the great danger of all this realme.
And all was for lacke of wisedome in the ruler, which deemed &
taught as a child, giuing sentence of wilfulnesse and not of
reason. So that while a child reigned, selfe-will & lust reigned,
and reason with good conscience were outlawed, with iustice,
stedfastnesse, and manie other vertues.
But of this perill and danger we be deliuered by the especiall
helpe and grace of God, Quia vir dominabitur in populo, that is to
saie, He that is not a child but perfect in reason. |867| For he
commeth not to execute his owne will, but his will that sent him,
that is to wit, Gods will, as a man vnto whome God of his
abundant grace hath giuen perfect reason and discretion, to
discerne & deeme as a perfect man. Wherfore not all onlie of this
man we shall saie that he shall dwell in wisedome, but as a
perfect man and not a child, he shall thinke, and deeme, & haue
such a circumspection with him, that he shall diligentlie forelooke
and see that Gods will be doone, & not his. And therfore now I
trust the words of the wise man, Ecclesiast. 10. shall be verified in
our king: saieng, Iudex sapiens iudicabit populum suum &
principatus sensati stabilis erit; that is (as saith the wiseman) A
wise and discreet iudge shall now deeme his people, and the
dominion or lordship of a discreet wiseman shall stand stedfast.
Wherevpon shall then follow the second verse of the same
chapter, saieng, Secundum iudicem populi, sic & ministri eius, that
is, Like as the head & sovereigne is replenished with all sapience
and vertue, in guiding of his people, administring to them law,
with due and conuenient iustice, so shall the subiects againward
be garnished with awe and louing dread, and beare vnto him next
God all honour, truth and allegiance.
So that then it may be concluded with the residue of the
foresaid verses; Qualis rector est ciuitatis, tales & inhabitantes in
ea, which is to saie, Such as the ruler of the citie is, such then be
the inhabitants of the same. So that consequentlie it followeth, a
good master maketh a good disciple. And likewise an euill king or

The words of the
elected king.
Thom. Wals.
The coronation
proclaimed.
The parlemēt.
ruler shall lose his people, & the cities of his kingdome shall be left
desolate and vnhabited. Wherefore thus I make an end. In sted
of a child wilfullie doing his lust and pleasure without reason, now
shall a man be lord and ruler, that is replenished with sapience
and reason, and shall gouerne the people by skilfull doome,
setting apart all wilfulnesse and pleasure of himselfe. So that the
word that I began with may be verified of him, Ecce quia vir
dominabitur in populo. The which our lord grant, & that he may
prosperouslie reigne vnto the pleasure of God and wealth of his
realme, Amen.
After the archbishop had ended, wishing that it
might so come to passe, and the people answered,
Amen; the king standing on his féet, said unto the
lords and commons there present: “I thanke you my lords both
spirituall and temporall, and all the states of this land, and doo you
to wit, that it is not my will that any man thinke, that I by the waie
of conquest would disherit any man of his heritage, franches, or
other rights, that him ought to haue of right, nor to put him out of
that which he now inioieth, and hath had before time by custome or
good law of this realme, except such priuat persons as haue béene
against the good purpose, and the common profit of the realme.”
When he had thus ended, all the shiriffes and other officers were put
in their authorities againe, to exercise the same as before, which
they could not doo whilest the kings roiall throne was void.
Moreouer, a proclamation was made, that the states
should assemble againe in parlement on mondaie
then next insuing, being the feast daie of saith Faith,
which is the sixt of October; and that the monday
then next following, being the 13 of the same
moneth, and the feast day of saint Edward the king and confessor,
the coronation should be solemnized, and that all such as had to
claime any seruice to be doone by them at the same by any tenure,
they should come to the White-hall in the kings palace, before the
steward and constable of England, on saturdaie next before the

King Henrie ye
fourth proclamed.
T. Wats. Amintas
querula 5.
same day of the parlement, and presenting their petitions that were
due & rightfull, they should obteine that to them apperteined.
Excuse was also made on the kings behalfe, for calling of a
parlement vpon so short a warning, so as the knights and burgesses
were not changed, but onelie appointed to assemble againe, as if
the other parlement had rather beene continued than dissolued. The
cause was alledged to be for easing of the charges that would haue
risen, if ech man had béene sent home, and new knights and
burgesses called.
These things doone, the king rose from his place,
and with a chéerefull and right courteous
countenance regarding the people, went to White-
hall, where the same day he held |868| a great feast.
In the after noone were proclamations made in the
accustomed places of the citie, in the name of king Henrie the
fourth. On the morrow following, being wednesdaie the first of
October, the procurators aboue named repaired to the tower of
London, and thare signified vnto king Richard the admission of king
Henrie. And the aforesaid iustice William Thirning, in name of the
other, and for all the states of the land, renounced vnto the said
Richard late king, all homage and fealtie vnto him before time due,
in maner and forme as apperteined. Which renuntiation to the
deposed king, was a redoubling of his greefe, in so much as thereby
it came to his mind, how in former times he was acknowledged &
taken for their liege lord and souereigne, who now (whether in
contempt or in malice, God knoweth) to his face forsware him to be
their king. So that in his heuines he might verie well haue said with
a gréeued plaintife,
Heu quantæ sortes miseris mortalibus instant!
Ah chari quoties obliuia nominis opto!
O qui me fluctus, quis me telluris hiatus
Pertæsum tetricæ vitæ deglutiat ore
Chasmatico?
Thus was king Richard depriued of all kinglie honour and princelie
dignitie, by reason he was so giuen to follow euill counsell, and vsed

K. Richard
depriued.
Hall.
His personage.
Harding.
The noble house-
kéeping of king
Richard.
Excesse in
apparell.
such inconuenient waies and meanes, through
insolent misgouernance, and youthfull outrage,
though otherwise a right noble and woorthie prince.
He reigned two and twentie yeares, three moneths
and eight daies. He deliuered to king Henrie now that
he was thus deposed, all the goods that he had, to the summe of
three hundred thousand pounds in coine, besides plate and iewels,
as a pledge and satisfaction of the iniuries by him committed and
doone, in hope to be in more suertie of life for the deliuerie thereof:
but whatsoeuer was promised, he was deceiued therein. For shortlie
after his resignation, he was conueied to the castell of Leeds in Kent,
& frō thence to Pomfret, where he departed out of this miserable life
(as after you shall heare.) He was séemelie of shape and fauor, & of
nature good inough, if the wickednesse & naughtie demeanor of
such as were about him had not altered it.
His chance verelie was greatlie infortunate, which
fell into such calamitie, that he tooke it for the best
waie he could deuise to renounce his kingdome, for
the which mortall men are accustomed to hazard all
they haue to atteine therevnto. But such misfortune
(or the like) oftentimes falleth vnto those princes,
which when they are aloft, cast no doubt for perils that maie follow.
He was prodigall, ambitious, and much giuen to the pleasure of the
bodie. He kept the greatest port, and mainteined the most plentifull
house that euer any king in England did either before his time or
since. For there resorted dailie to his court aboue ten thousand
persons that had meat and drinke there allowed them. In his kitchen
there were thrée hundred seruitors, and euerie other office was
furnished after the like rate. Of ladies, chamberers, and landerers,
there were aboue thrée hundred at the least. And in gorgious and
costlie apparell they exceeded all measure, not one of them that
kept within the bounds of his degrée. Yeomen and groomes were
clothed in silkes, with cloth of graine and skarlet, ouer sumptuous ye
may be sure for their estates. And this vanitie was not onelie vsed in

Ignorant prelats.
the court in those daies, but also other people abroad in the towns
and countries, had their garments cut far otherwise than had beene
accustomed before his daies, with imbroderies, rich furres, and
goldsmiths worke, and euerie daie there was deuising of new
fashions, to the great hinderance and decaie of the common-welth.
Moreouer, such were preferred to bishoprikes, and
other ec
cles
i
ast
i
call liuings, as neither could teach nor
preach, nor knew any thing of the scripture of God, but onelie to call
for their tithes and duties; so that they were most vnworthie the
name of bishops, being lewd and most vaine persons disguised in
bishops apparell. Furthermore, there reigned abundantlie the filthie
sinne of leacherie and fornication, with abhominable adulterie,
speciallie in the king, but most chéefelie in the prelacie, whereby the
whole realme by |869| such their euill example, was so infected, that
the wrath of God was dailie prouoked to vengeance for the sins of
the prince and his people. How then could it continue prosperouslie
with this king? against whom for the fowle enormities wherewith his
life was defamed, the wrath of God was whetted and tooke so
sharpe an edge, that the same did shred him off from the scepter of
his kingdome, and gaue him a full cup of affliction to drinke; as he
had doone to other kings his predecessors, by whose example he
might haue taken warning. For it is an heauie case when God
thundereth out his reall arguments either vpon prince or people.
Thus haue ye heard what writers doo report touching the state of
the time and doings of this king. But if I may boldlie saie what I
thinke: he was a prince the most vnthankfullie vsed of his subiects,
of any one of whom ye shall lightlie read. For although (thorough
the frailtie of youth) he demeaned himed himselfe more dissolutelie
than séemed conuenient for his roiall estate, & made choise of such
councellors as were not fauoured of the people, whereby he was the
lesse fauoured himselfe: yet in no kings daies were the commons in
greater wealth, if they could haue perceiued their happie state:
neither in any other time were the nobles and gentlemen more
cherished, nor churchmen lesse wronged. But such was their

ingratitude towards their bountifull and louing souereigne, that those
whom he had chéeflie aduanced, were readiest to controll him; for
that they might not rule all things at their will, and remooue from
him such as they misliked, and place in their roomes whom they
thought good, and that rather by strong hand, than by gentle and
courteous meanes, which stirred such malice betwixt him and them,
till at length it could not be asswaged without perill of destruction to
them both.
The duke of Glocester chéefe instrument of this mischéefe, to
what end he came ye haue heard. And although his nephue the
duke of Hereford tooke vpon him to reuenge his death, yet wanted
he moderation and loialtie in his dooings, for the which both he
himselfe and his lineall race were scourged afterwards, as a due
punishment vnto rebellious subiects; so as deserued vengeance
seemed not to staie long for his ambitious crueltie, that thought it
not inough to driue king Richard to resigne his crowne and regall
dignitie ouer vnto him, except he also should take from him his
guiltlesse life. What vnnaturalnesse, or rather what tigerlike crueltie
was this, not to be content with his principalitie? not to be content
with his treasure? not to be content with his depriuation? not to be
content with his imprisonment? but being so neerelie knit in
consanguinitie, which ought to haue moued them like lambs to haue
loued each other, wooluishlie to lie in wait for the distressed
creatures life, and rauenouslie to thirst after his bloud, the spilling
whereof should haue touched his conscience so, as that death ought
rather to haue beene aduentured for his safetie, than so sauagelie to
haue sought his life after the losse of his roialtie.
But to let this passe to the con
si
der
a
tion of the learned: according
to our order, I will shew what writers of our English nation liued in
his daies, as we find them in Iohn Bales centuries. First Henrie
Bederic, otherwise surnamed of Burie, after the name of the towne
where he is thought to haue béene borne, an Augustine frier; Simon
Alcocke, Vthred Bolton a moonke of Durham, borne in the borders of
Wales beyond Seuerne; William Iordan a blacke frier, Iohn Hilton a

Adunensis
episcopus.
frier Minor, Iohn Clipton a Carmelite frier in Notingham, Henrie
Daniell a blacke frier and a good physician, Ralfe Marham, Iohn
Marcheleie a graie frier or cordelier as some call them, Thomas
Broome a Carmelite frier of London, John Bridlington borne in
Yorkeshire, William Thorne an Augustine frier of Canturburie, an his
‐
tor
i
og
raph
er, Adam Meremouth a canon of saint Paules church in
London, that wrote two tretises of historicall matters, the one
intituled Chronicon 40 annorum, and the other Chronicon 60
annorum; Simon Bredon borne in Winchcombe a doctor of physicke
and a skilfull astronomer, Iohn Thompson borne in Norfolke in a
village of that name, and a Carmelite frier in Blacknie.
More, Thomas Winterton borne in Lincolnshire, an Augustine frier
in Stamford; |870| William Packington secretarie sometime to the
Blacke prince an excellent his
tor
i
og
raph
er, Geffraie Hingham a
civilian, Iohn Botlesham borne in Cam
bridge
shire a blacke frier,
William Badbie a Carmelite frier, bishop of Worcester, and confessor
to the duke of Lancaster; William Folleuil a frier Minor borne in
Lincolnshire, Iohn Bourgh parson of Collingham in Notinghamshire a
doctor of diuinitie, and chancellor of the Vniuersitie of Cambridge;
William Sclade a moonke of Buckfast abbie in Deuonshire, Iohn
Thoresbie archbishop of Yorke and lord chancellor of England, was
admitted by pope Vrbane the fift into the college of cardinals, but he
died before K. Richard came to the crowne, about the eight and
fourtith yeare of king Edward the third, in the yeare of our Lord
1374. Thomas Ashborne an Augustine frier, Iohn Astone an earnest
follower of Wickliffes doctrine, and therefore condemned to
perpetuall prison; Casterton a moonke of Norwich and an excellent
diuine, Nicholas Radcliffe a moonke of saint Albons, Iohn Ashwarbie
a diuine and fauourer of Wickliffes doctrine, Richard Maidstone so
called of the towne in Kent where he was borne, a Carmelite frier of
Ailesford.
Adde to these Iohn Wardbie an Augustine frier, and
a great diuine; Robert Waldbie excellentlie learned as
well in diuinitie as other arts, for the which he was

first aduanced to a bishoprike in Gascoigne, and after he was
admitted archbishop of Dubline; William Berton a doctor of diuinitie,
& chancellor of the Vniuersitie of Oxford, and aduersarie to Wickliffe;
Philip Repington abbat of Leicester a notable diuine and defender of
Wickliffe, Thomas Lombe a Carmelite frier of Lin, Nicholas Hereford
a secular priest, a doctor of diuinitie, and scholer to Wickliffe; Walter
Brit also another of Wickliffes scholers wrote both of diuinitie & other
arguments, Henrie Herklie chancellor of the Vniuersitie of Oxford, an
enimie to Wickliffe, and a great sophister; Robert Iuorie a Carmelite
frier of London, and the twentith prouinciall of his order here in
England; Lankine a Londoner, an Augustine frier, professed in the
same citie, a doctor of diuinitie, an aduersarie to Wickliffe.
More, William Gillingham a moonke of saint Sauiours in
Canturburie; Iohn Chilmarke a fellow of Marton colledge in Oxford, a
great philosopher and mathematician; Iohn Sharpe a philosopher,
and a diuine, wrote manie treatises, a great aduersarie to Wickliffe;
Richard Lauingham borne in Suffolke, and a frier of Gipswich, an
excellent logician, but a sore enimie to them that fauoured Wickliffes
doctrine; Peter Pateshull, of whome ye haue heard before: it is said
that he was in the end constreined for doubt of persecution to flie
into Boheme; William Woodford a Franciscane frier, a chosen
champion against Wickliffe being now dead, procured thereto by the
archbishop of Canturburie Thomas Arudnell; Iohn Bromyard a
Dominicke frier, both a notable lawyer & a diuine, a sore enimie also
to Wickliuists; Marcill Ingelne an excellent philosopher and a diuine,
one of the first teachers in the Vniuersitie of Heidelberge, which
Robert duke of Bauier and countée palantine of the Rhene had
instituted about that season; Richard Northall sonne to a maior of
London (as is said) of that name, he became a Carmelite frier in the
same citie; Thomas Edwardson prior of the friers Augustines at Clare
in Suffolke, Iohn Summer a Franciscane frier at Bridgewater, an
enimie to the Wickliuists; Richard Withée a learned priest & an
earnest follower of Wickliffe, Iohn Swafham a Carmelite frier of Lin,

a student in Cambridge who became bishop of Bangor, a great
aduersarie to the Wickliuists.
Finallie, and to conclude, William Egumond a frier heremit of the
sect of the Augustins in Stamford; Iohn Tissington a Franciscane
frier, a mainteiner of the popes doctrine; William Rimston or
Rimington a moonke of Salleie, an enimie also to the Wickliuists;
Adam Eston well séene in the toongs, was made a cardinall by pope
Gregorie the eleauenth, but by pope Vrban the sixt he was
committed to prison in Genoa, and at the contemplation of king
Richard he was taken out of prison, but not fullie deliuered till the
daies of Boniface the ninth, who restored him to his former dignitie;
Iohn Beaufu a Carmelite of Northampton, proceeded doctor of
diuinitie in Oxenford, and was made prior |871| of his house; Roger
Twiford aliàs Goodlucke, an Augustine frier; Iohn Treuise a
Cornishman borne, and a secular préest and vicar of Berklie, he
translated the bible; Bartholomew De proprietatibus rerum;
Polychronicon of Ranulph Higden, and diuerse other treatises, Rafe
Spalding a Carmelite frier of Stamford; Iohn Moone an Englishman
borne, but a student in Paris, who compiled in the French toong the
Romant of the Rose, translated into English by Geffrie Chaucer,
William Shirborne; Richard Wichingham borne in Norffolke, and
diuerse other.
Thus farre Richard of Burdeaux, whose depriuation
you haue heard; of his lamentable death hereafter,
to wit, pag. 516, 517.
[In the present Edit. Vol III. pages 13 & 14.]
THE END OF THE SECOND VOLUME.

TRANSCRIBER’S NOTE
Original spelling and grammar are generally retained, with a few exceptions noted
below. Original page numbers look like this: |735|. I constructed the cover image, and
hereby release it to the wild.
This transcription is based on page images scanned from an edition with publication
date 1807. The title page information, together with Part 1 of this Volume II, is located
in Project Gutenburg ebook#16738. The page images used herein probably were
private, not available on the internet; but Google has made page images from the
same edition available―see [Title: Chronicles of England, Scotland and Ireland,
Volume 2 Chronicles of England, Scotland and Ireland, Raphael Holinshed; Author:
Raphael Holinshed; Publisher: Johnson, 1807; Original from: the Bavarian State
Library; Digitized: Nov 25, 2009; ID=4r0_AAAAcAAJ] at books.google.com. This 1807
edition seems to be closely based on the 1587 edition of the Chronicles, printed in
blackletter. Page images from the 1587 edition are available from the University of
Pennsylvania. Vol. II, part 12 is at http://sceti.library.upenn.edu
(textID=holinshed_richII). In a very few instances listed below, corrections have been
made, or questions have been answered, by referring to the 1587 edition.
Current ebook software does not lend itself optimally to the original close
association of sidenotes with specific lines of text. Therefore sidenotes are now
assigned to specific paragraphs rather than to lines. Moreover, the original sidenotes
were often printed in a manner which makes it impossible to distinguish one sidenote
paragraph from the next. One example of this occurred on page 850, with a sidenote
printed like this:
Abr. Fl. out of
Thom. Wals.
pag. 395.
Polydor.
It turns out, proven by comparison with the 1587 edition, that Polydor. is a separate
paragraph from the rest. But there are many similar instances, both in this 1807
edition and in the 1587 edition, none of which have been checked.
Page 735. In “the denied to paie for hir” the was changed to she, to agree with the
1587 edition.
Page 739. In “cruell proceedings of those rude & baee people”, change baee to
base, to conform with the 1587 edition.
Page 763. The extra the was removed from “heard the the friers information”.
Page 767. From “An other day 72 French ships (as they”, the unmatched left
parenthesis mark was removed.
Page 772–773. Two sidenotes appear similar; the first is partially illegible, and is
herein made the same as the second. The second is less illegible, and appears to be
“Abr. Fl. out of Henrie Knighton canon of Leicester abbeie”.
Page 776. The sidenote attached to the last paragraph was partly illegible, and is
herein rendered “The king of Armenia sueth for”.
Page 788. In “to hurt them, or or cause any hurt”, removed the extra or, per the
1587 edition.
Page 790. In “to tarie louger, as one despairing”, changed louger to longer, per the
1587 edition.

In “the state of the meanest peason”, changed peason to person, to
comform with the 1587 edition.
Page 801. In “one of the heires to to Iohn Scot”, removed the extra to.
Page 803. From “which (according (as I haue seene noted) was”, removed the
second left parenthesis, to agree with the 1587 edition.
Page 804. In “deliuered by the mouth of Walter Langhton”, retained, the n should
probably be u, making the word Laughton.
Page 807. In “saluo iure alterius cuiuscunq;.”, the text in the 1587 edition shows the
“semicolon” as subscript, although it is retained herein as shown unsubscripted in the
1807 edition. Together with the q, this might be a ligature for que. There are several
other instances of words ending in "q;", none of which have subscripted semicolons in
this 1807 edition.
Page 829. From “more bold to interlace) about”, removed the unmatched right
parenthesis.
Page 834. Original “prease on London bridg [*missing*] by reason thereof”,
changed to “prease on London bridge, that by reason thereof”, per the 1587 edition.
Page 842. In “foure thousand nobles yéere e paid out of”, changed yéere e to
yéerelie, per the 1587 edition.
Page 844. In ‘than well.” “No more said the king,’, removed the unmatched left
quotation mark from No.
Page 845. The unmatched right double quotation mark was removed from the
phrase ‘it could not be so brought to passe, his honor saued.’
Page 847. A matching right double quotation mark was added to the end of the
sentence beginning ‘The proclamation ended, an other herald cried’.
Page 857. In “but the earle rode before, at it were”, changed at to as, per the 1587
edition.
Page 869. In “God thundereth out his reall arguguments”, changed arguguments to
arguments, per the 1587 edition.

*** END OF THE PROJECT GUTENBERG EBOOK CHRONICLES OF
ENGLAND, SCOTLAND AND IRELAND (2 OF 6): ENGLAND (12 OF 12)
***
Updated editions will replace the previous one—the old editions
will be renamed.
Creating the works from print editions not protected by U.S.
copyright law means that no one owns a United States
copyright in these works, so the Foundation (and you!) can copy
and distribute it in the United States without permission and
without paying copyright royalties. Special rules, set forth in the
General Terms of Use part of this license, apply to copying and
distributing Project Gutenberg™ electronic works to protect the
PROJECT GUTENBERG™ concept and trademark. Project
Gutenberg is a registered trademark, and may not be used if
you charge for an eBook, except by following the terms of the
trademark license, including paying royalties for use of the
Project Gutenberg trademark. If you do not charge anything for
copies of this eBook, complying with the trademark license is
very easy. You may use this eBook for nearly any purpose such
as creation of derivative works, reports, performances and
research. Project Gutenberg eBooks may be modified and
printed and given away—you may do practically ANYTHING in
the United States with eBooks not protected by U.S. copyright
law. Redistribution is subject to the trademark license, especially
commercial redistribution.
START: FULL LICENSE

Welcome to our website – the perfect destination for book lovers and
knowledge seekers. We believe that every book holds a new world,
offering opportunities for learning, discovery, and personal growth.
That’s why we are dedicated to bringing you a diverse collection of
books, ranging from classic literature and specialized publications to
self-development guides and children's books.
More than just a book-buying platform, we strive to be a bridge
connecting you with timeless cultural and intellectual values. With an
elegant, user-friendly interface and a smart search system, you can
quickly find the books that best suit your interests. Additionally,
our special promotions and home delivery services help you save time
and fully enjoy the joy of reading.
Join us on a journey of knowledge exploration, passion nurturing, and
personal growth every day!
testbankdeal.com

Supervision Concepts and Skill-Building 8th Edition Certo Solutions Manual

More Related Content

Similar to Supervision Concepts and Skill-Building 8th Edition Certo Solutions Manual (20)

Recently uploaded (20)

Supervision Concepts and Skill-Building 8th Edition Certo Solutions Manual