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Brief Contents
1 Understanding the Canadian 9 Motivating, Satisfying, and
Business System 1 Leading Employees 243

2 The Environment of Business 24 10 Operations Management,

Productivity, and Quality 280
3 Conducting Business Ethically
and Responsibly 50 11 Understanding Accounting 315

4 Entrepreneurship, Small Business, 12 Understanding Marketing

and New Venture Creation 77 Principles and Developing
Products342
5 The Global Context of Business 110
13 Pricing, Promoting, and
6 Managing the Business Enterprise 145 Distributing Products 376

7 Organizing the Business Enterprise 178 14 Money and Banking 407

8 Managing Human Resources and 15 Financial Decisions and Risk

Labour Relations 205 Management432

iii
Contents
Prefacexii The Political–Legal Environment 37
Acknowledgmentsxix The Sociocultural Environment 38
Author Biographies xix Customer Preferences and Tastes 38
Ethical Compliance and Responsible Business
1 Understanding the Canadian Behaviour38
Business System 1 The Business Environment 38
■■ SOCIAL RESPONSIBILITY & SOCIAL JUSTICE What’s in a
Learning Objectives 1 Name? Logos and Branding in the Age of
■■ Shopify: Canadian Tech Royalty Powering Small Social Justice 39
Businesses Globally 1
The Industry Environment 40
The Idea of Business and Profit 3 ■■ ENTREPRENEURSHIP AND NEW VENTURES Goldline Curling:
Economic Systems around the World 4 New Industry Threats and Challenges 41
Factors of Production 4 Emerging Challenges and Opportunities in the
Types of Economic Systems 5 Business Environment 42
■■ DISRUPTIONS IN BUSINESS Pandemic: The Ultimate Outsourcing42
Disruption6 The Powerful Role of Social Media 42
■■ THERE’S AN APP FOR THAT! 9 Business Process Management 43
Interactions between Business and Government 9 Redrawing Corporate Boundaries 43
How Government Influences Business 9 Mergers and Acquisitions 44
■■ SOCIAL RESPONSIBILITY & SOCIAL JUSTICE Saving the Divestitures and Spinoffs 44
World One Camp Stove at a Time 11
Employee-Owned Corporations 44
How Business Influences Government 13 Strategic Alliances 45
The Canadian Market Economy 14 Subsidiary and Parent Corporations 45
Demand and Supply in a Market Summary of Learning Objectives 45 • Questions and
Economy14 Exercises 46 • Team Exercises 47 • Business Case 2
Private Enterprise and Competition 16 Dollarama: Overcoming New Obstacles in a Competitive
Degrees of Competition 17 Landscape 48
Summary of Learning Objectives 19 • Questions and
Exercises 20 • Team Exercises 20 • Business Case 1 Spin
Master: Canadian Toy & Entertainment Giant Reaching New
3 Conducting Business Ethically and
Heights 22 Responsibly50
Learning Objectives 50
2 The Environment of Business 24 ■■ EpiPen: Balancing Morals and Profits 50
Learning Objectives 24 Ethics in the Workplace 52
■■ McCain: Feeding Canadians, Feeding the World Individual Ethics 52
for over Six Decades 24 Business and Managerial Ethics 53
Organizational Boundaries and Environments 26 Assessing Ethical Behaviour 54
Organizational Boundaries 26 Encouraging Ethical Behaviour in Organizations 56
Multiple Organizational Environments 26 Corporate Social Responsibility 57
The Economic Environment 27 ■■ ENTREPRENEURSHIP AND NEW VENTURES Steel River
Economic Growth 28 Group: Building More Than Just Projects 58
■■ THERE’S AN APP FOR THAT! 31 The Stakeholder Model of Responsibility 60
Economic Stability 31 ■■ THERE’S AN APP FOR THAT! 61
Managing the Canadian Economy 33 ■■ SOCIAL RESPONSIBILITY & SOCIAL JUSTICE From

The Technological Environment 34 Arctic Plastic to Space Junk: Save the  ...? 67

Research and Development (R&D) 35 Managing Social Responsibility Programs 69

Product and Service Technologies 35 Approaches to Social Responsibility 70
■■ E-BUSINESS AND SOCIAL MEDIA SOLUTIONS Managing Social Responsibility Programs 71
ZOOM: Ready or Not  ... We All Connected 36 Social Responsibility and the Small Business 72

iv
 Contents v

Summary of Learning Objectives 72 • Questions and ■■ E-BUSINESS AND SOCIAL MEDIA SOLUTIONS The Goose Is
Exercises 73 • Team Exercises 74 • Business Case 3 Flying East: CanadaGoose.cn 117
Marijuana: Big Business, Government, and Ethics 75 Forms of Competitive Advantage 118

4
The Balance of Trade 120
Entrepreneurship, Small Business, The Balance of Payments 121
and New Venture Creation 77 Exchange Rates 122
Learning Objectives 77 ■■ THERE’S AN APP FOR THAT! 122
■■ Pattison: West Coast Business Legend International Business Management 123
Still Says No to an IPO! 77 Going International 123
Interrelationship of Small Business, New Venture Levels of Involvement in International Business 124
Creation, and Entrepreneurship 79 International Organizational Structures 125
Small Business 79 Barriers to International Trade 127
The New Venture/Firm 80 Social and Cultural Differences 127
Entrepreneurship81 ■■ ENTREPRENEURSHIP AND NEW VENTURES Women
■■ SOCIAL RESPONSIBILITY & SOCIAL JUSTICE Manitobah Entrepreneurs Grow Global 128
Mukluks: Authentic to the Core 81 Economic Differences 128
Intrapreneurs83 Legal and Political Differences 129
The Role of Small and New Businesses in the Business Practice Laws 131
Canadian Economy 83 Overcoming Barriers to Trade 132
Small Businesses 83 General Agreement on Tariffs and Trade 132
New Ventures 84 World Trade Organization 132
The Entrepreneurial Process 85 The European Union 133
Identifying Opportunities 85 ■■ DISRUPTIONS IN BUSINESS Brexit: A Symbol of
■■ DISRUPTIONS IN BUSINESS The Rise of the Trade Disruption to Come? 134
Gig Economy 88 The North American Free Trade Agreement and the
Accessing Resources 90 New U.S.–Mexico–Canada Agreement (USMCA) 135
■■ THERE’S AN APP FOR THAT! 92 Major New Agreements: CPTPP and CETA 136
■■ ENTREPRENEURSHIP AND NEW VENTURES Crowdfunding: Other Free Trade Agreements around the World 137
Finance from the Masses 94 Summary of Learning Objectives 138 • Questions and
Building the Right Team 94 Exercises 139 • Team Exercises 139 • Business Case 5
Assessing the Fit between Elements in the Couche-Tard: Canadian (Global Player) Seeks Further
Entrepreneurial Process 95 Expansion 141• Crafting a Business Plan Part 1 143 • Your
Starting Up a Small Business 96 Assignment 143

Buying an Existing Business 96

6
Buying a Franchise 97
Success and Failure in Small Business 98
Managing the Business Enterprise 145
Reasons for Success 98 Learning Objectives 145
Reasons for Failure 99 ■■ Canadian Tire: Fighting a Crisis, Planning

Forms of Business Ownership 99 for Tomorrow 145

The Sole Proprietorship 100 Who are Managers? 147

The Partnership 100 The Management Process 147
The Corporation 101 Planning148
The Cooperative 104 Organizing148
Summary of Learning Objectives 105 • Questions and Leading149
Exercises 106 • Team Exercises 107 • Business Case 4 Tim Controlling149
Hortons: The Pros and Cons of Franchises 108 Management: Science or Art? 150

5 The Global Context of Business 110

Becoming a Manager
What Should You Expect in a Management Job?
150
151
Learning Objectives 110 ■■ ENTREPRENEURSHIP AND NEW VENTURES Khan
■■ Car Wars: Canada, USA, Mexico, China, and the World 110 Academy: Innovative Management 151
The Contemporary Global Economy 112 Types of Managers 152
The Major World Marketplaces 114 Levels of Management 152
Emerging Markets: BRICS and Beyond 116 Areas of Management 154
vi Contents

Management Roles and Skills 155 ■■ E-BUSINESS AND SOCIAL MEDIA SOLUTIONS “Simon Says,”
Management Roles 155 Alexa, What Have You Done? 198
Management Skills 156 The Informal Organization 199
■■ E-BUSINESS AND SOCIAL MEDIA SOLUTIONS Managing Informal Groups 199
the Contingent Workforce 159 The Organizational Grapevine 200
Strategic Management 162 ■■ THERE’S AN APP FOR THAT! 200
Setting Business Goals 162 Summary of Learning Objectives 201 • Questions and Exercises 202 •
Formulating Strategy 163 Team Exercises 202 • Business Case 7 The Hidden Power of the
Informal Organization 204
■■ THERE’S AN APP FOR THAT! 165
Levels of Strategy 166
Contingency Planning and Crisis Management 168 8 Managing Human Resources and
Contingency Planning 168 Labour Relations 205
Crisis Management 168 Learning Objectives 205
■■ DISRUPTIONS IN BUSINESS Data Breach: ■■ Great Places to Work in Canada 205
Managing against Disruptive Forces 169
The Foundations of Human Resource Management 207
Management and the Corporate Culture 170
The Strategic Importance of HRM 207
Communicating the Culture and Managing Change 171
Human Resource Planning 208
Summary of Learning Objectives 172 • Questions and
Recruiting Human Resources 209
Exercises 173 • Team Exercises 174 • Business Case 6
■■ E-BUSINESS AND SOCIAL MEDIA SOLUTIONS A Match
Harley-Davidson: Managing a Legendary Brand for over a
Century 175 Made by Artificial Intelligence 210
Selecting Human Resources 211

7 Organizing the Business

■■ THERE’S AN APP FOR THAT!

Developing Human Resources 214

213

Enterprise178
New Employee Orientation 214
Learning Objectives 178 Training214
■■ Spotify: Breaking the Rules on Structure 178 Evaluating Employee Performance 215
What Is Organizational Structure? 180 Compensation and Benefits 217
Determinants of Organizational Structure 180 Determining Basic Compensation 217
The Chain of Command 180 ■■ DISRUPTIONS IN BUSINESS Disrupting the Standard
The Building Blocks of Organizational Structure 181 Minimum Wage Debate 219
Job Specialization 181 Incentive Programs 220
Departmentalization182 Benefits221
■■ ENTREPRENEURSHIP AND NEW VENTURES Reinventing The Legal Context of HRM 222
Structure: Is Holacracy the Answer? 184 Equal Employment Opportunity 222
Establishing the Decision-Making Hierarchy 185 Comparable Worth 223
Assigning Tasks 186 Sexual Harassment 223
Performing Tasks 186 Employee Safety and Health 224
Distributing Authority: Centralization and Retirement225
Decentralization187 Challenges in the Evolving Workplace 226
■■ SOCIAL RESPONSIBILITY & SOCIAL JUSTICE Beyond Managing Workforce Diversity 226
the Traditional Glass Ceiling 189
■■ SOCIAL RESPONSIBILITY & SOCIAL JUSTICE The Changing
Three Forms of Authority 190 Faces of Employee Rights 227
Basic Organizational Structures 191 Managing Knowledge Workers 228
The Functional Structure 192 Managing Contingent Workers 228
The Divisional Structure 192 Working with Organized Labour 229
Project Organization 193 The Development of Canadian Labour Unions 229
Matrix Structure 194 Unionism Today 230
International Structures 194 The Future of Unions 231
Organizational Design for the Twenty-First Century 196 The Legal Environment for Unions in Canada 231
Boundaryless Organization 196 Federal Legislation—The Canada Labour
Team Organization 196 Code232
Virtual Organization 197 Provincial Labour Legislation 232
Learning Organization 197 Union Organizing Strategy 233
 Contents vii

Union Security 233 Crafting a Business Plan 277 • Your Assignment 277 •
Types of Unions 234 Your Assignment 278

Collective Bargaining 234

Reaching Agreement on the Contract’s Terms 234 10 Operations Management,
Contract Issues 235 Productivity, and Quality 280
When Bargaining Fails 236 Learning Objectives 280
Conciliation, Mediation, and Arbitration 237 ■■ Who’s Afraid of the Ghost Kitchen? 280
Summary of Learning Objectives 238 • Questions and
Providing Goods and Services to Customers 282
Exercises 239 • Team Exercises 239 • Business Case 8
#MeToo: A New Day of Reckoning 241
Changes in Canadian Manufacturing
over Time 282
9 Motivating, Satisfying, and Industrial Revolutions 283
Leading Employees 243 Creating Value through Operations 284
Differences between Service and Manufacturing
Learning Objectives 243 Operations285
■■ Glassdoor: Searching for a Great Place to Work 243 Operations Processes 286
Forms of Employee Behaviour 245 Goods-Producing Processes 286
Individual Differences among Employees 246 Service-Producing Processes 287
Personality246 Business Strategy as the Driver of Operations 287
Attitudes at Work 248 Operations Planning 288
■■ E-BUSINESS AND SOCIAL MEDIA SOLUTIONS Your Online Capacity Planning 289
Posts Can Damage Your Future! 250
Location Planning 290
Matching People and Jobs 250 Layout Planning 290
Psychological Contracts 250 Quality Planning 292
The Person–Job Fit 251 Methods Planning 292
Motivation in the Workplace 251 Operations Scheduling 293
Classical Theory 252 The Master Operations Schedule 293
Early Behavioural Theory 252 Staff Schedules and Computer-Based
Behavioural Theory in the Mid-Twentieth Scheduling295
Century252 Project Scheduling 295
Contemporary Motivation Theory 255
Operations Control 296
Strategies for Enhancing Motivation 256 Materials Management 296
Reinforcement/Behaviour Modification 256 Production Process Control 297
Goal-Setting Theory 258
The Productivity–Quality Connection 298
Participative Management and Empowerment 258
Meeting the Productivity Challenge 298
Team Management 259
■■ E-BUSINESS AND SOCIAL MEDIA SOLUTIONS Renewed
■■ ENTREPRENEURSHIP AND NEW VENTURES Motivation Debate: Does Telecommuting Boost Quality
and Teamwork at Cirque du Soleil 260 and Productivity? 300
Job Enrichment and Redesign 260 Meeting the Quality Challenge 301
Modified Work Schedules 261 Managing for Quality 301
Leadership and Motivation 264 Planning for Quality 302
■■ SOCIAL RESPONSIBILITY & SOCIAL JUSTICE Starbucks: ■■ THERE’S AN APP FOR THAT! 303
Leadership beyond the Bottom Line 265
Organizing for Quality 303
Leadership and Power 265
Leading for Quality 303
Approaches to Leadership 266 Controlling for Quality 303
■■ THERE’S AN APP FOR THAT! 268 Tools for Quality Assurance 304
Recent Trends in Leadership 269 Adding Value through Supply Chains 306
Leaders as Coaches 270 ■■ SOCIAL RESPONSIBILITY & SOCIAL JUSTICE Social
Gender and Leadership 271 Responsibility in the Supply Chain 307
Cross-Cultural Leadership 271 Supply-Chain Disruptions 308
Strategic Leadership 271 Outsourcing and Global Supply Chains 308
Ethical Leadership 272 Summary of Learning Objectives 309 • Questions and
Summary of Learning Objectives 272 • Questions and Exercises 310 • Team Exercises 311 • Business Case 10
Exercises 273 • Team Exercises 274 • Business Case 9 Industrial Robots: Past, Evolving Present, and  ... AI-Inspired
Creating a Culture of Hospitality at Hilton Hotels 276 • Future? 312
viii Contents

11 Understanding Accounting 315 Developing the Marketing Plan

■■ THERE’S AN APP FOR THAT!
350
352
Learning Objectives 315 Strategy: The Marketing Mix 352
■■ COVID-19 Hits the Bottom Line: Solvency Product352
and Bankruptcy Issues in Corporate Canada 315
Pricing353
What Is Accounting, and Who Uses Accounting Place (Distribution) 353
Information?317 Promotion354
Who Are Accountants and What Do They Do? 318 Marketing Strategy: Market Segmentation,
Financial versus Managerial Accounting 318 Target Marketing, and Positioning 354
Professional Accountants 319 Identifying Market Segments 354
■■ THERE’S AN APP FOR THAT! 320
Marketing Research 356
Accounting Services 321 The Research Process 356
■■ DISRUPTIONS IN BUSINESS Analytics and the Future
Research Methods 358
of Auditing 322
Understanding Consumer Behaviour 359
Private Accountants 323
Influences on Consumer Behaviour 359
The Accounting Equation 324
The Consumer Buying Process 359
Assets and Liabilities 324
Organizational Marketing and Buying
Owners’ Equity 324
Behaviour360
■■ ENTREPRENEURSHIP AND NEW VENTURES Working with the
Business Marketing 360
Accounting Equation 325
B2B Buying Behaviour 361
Financial Statements 326
What Is a Product? 361
Balance Sheets 326
The Value Package 361
Income Statements 327
Classifying Goods and Services 362
Statements of Cash Flows 329
The Product Mix 363
The Budget: An Internal Financial Statement 330
Developing New Products and Branding 363
Analyzing Financial Statements 331
The New Product Development Process 363
Solvency Ratios: Borrower’s Ability to Repay
Debt331 ■■ ENTREPRENEURSHIP AND NEW VENTURES Copper Branch:
Promoting Plant-Based Power Food in Disruptive
Profitability Ratios: Earnings Power for Owners 332
Times364
Activity Ratios: How Efficiently Is the Firm
Product Life Cycle 366
Using Its Resources? 333
Identifying Products: Branding and Packaging 367
Bringing Ethics into the Accounting Equation 333
Summary of Learning Objectives 370 • Questions and
Why Accounting Ethics? 333
Exercises 371 • Team Exercises 372 • Business
The Evolving Role of the Modern Accountant 334 Case 12 Maple Leaf: The Meatless Meat Movement
Summary of Learning Objectives 336 • Questions and is Growing 373
Exercises 337 • Team Exercises 337 • Business Case 11
Big Pharma, Big Business, and Accounting Foundations 339 • 13 Pricing, Promoting, and
Crafting a Business Plan 340 • Your Assignment 341
Distributing Products 376
12 Understanding Marketing Principles Learning Objectives 376
and Developing Products 342 ■■ Louis Vuitton: The $30,000 Bag 376
Determining Prices 378
Learning Objectives 342
Pricing to Meet Business Objectives 378
■■ IKEA: Supporting a Brand with Interactive and
Social Media Tools 342 Price-Setting Tools 379
■■ DISRUPTIONS IN BUSINESS The High Cost of
What Is Marketing? 344
Price Wars 381
Delivering Value 344
Pricing Strategies and Tactics 382
■■ E-BUSINESS AND SOCIAL MEDIA SOLUTIONS E-Sports in
Canada: Twitch, YouTube, and the High-Stakes Pricing Strategies 382
Field of Gaming 346 ■■ THERE’S AN APP FOR THAT! 383

Goods, Services, and Ideas 346 Pricing Tactics 383

Relationship Marketing and Customer Promoting Products and Services 384
Relationship Management 347 Promotional Strategies 384
The Marketing Environment 348 The Promotional Mix 385
 Contents ix

Advertising Promotions and Media 385 Other Changes in Banking 418

Advertising Media 386 The Bank of Canada 419
Traditional Media: Changing Times 386 Financial Pillar #2—Alternate Banks 420
Online: The Power of Consumer Engagement 387 Financial Pillar #3—Specialized Lending and
■■ ENTREPRENEURSHIP AND NEW VENTURES Influencer Savings Intermediaries 421
Marketing: The New Age Entrepreneurs 388 Venture Capital Firms 422
Personal Selling, Sales Promotions, Direct Financial Pillar #4—Investment Dealers 423
(or Interactive) Marketing, Public Relations, Other Sources of Funds 423
and Publicity 389 International Sources of Funds 423
Personal Selling 389 International Banking and Finance 424
Sales Promotions 389 Currency Values and Exchange Rates 424
Publicity and Public Relations 391 The International Payments Process 425
The Distribution Mix 392 The International Bank Structure 426
Intermediaries and Distribution Channels 392 ■■ SOCIAL RESPONSIBILITY & SOCIAL JUSTICE Bitcoin’s
Distribution Strategies 393 Environmental Footprint 426
Channel Conflict and Channel Leadership 394 Summary of Learning Objectives 427 • Questions and
The Role of Intermediaries 394 Exercises 428 • Team Exercises 428 • Business Case 14 RBC:
A Symbol of Canadian Banking Strength 430
Wholesaling394
Retailing395
15 Financial Decisions and Risk
■■ E-BUSINESS AND SOCIAL MEDIA SOLUTIONS Music
Revenues: The Growing Freemium Distribution
Management432
Model396 Learning Objectives 432
Physical Distribution 397 ■■ Legendary Canadarm Maker (MDA) Goes Public 432
Warehousing Operations 398 The Role of the Financial Manager 434
Transportation Operations 398 Objectives of the Financial Manager 434
Distribution through Supply Chains as a Responsibilities of the Financial Manager 434
Marketing Strategy 398
Why Businesses Need Funds 435
Summary of Learning Objectives 399 • Questions and
Short-Term (Operating) Expenditures 435
Exercises 401 • Team Exercises 401 • Business Case 13
■■ ENTREPRENEURSHIP AND NEW VENTURES Social Capital
Amazon versus The Bay: Past, Present, and Future of Retail 403
Is Making the World a Better Place 437
• Crafting a Business Plan 405 • Your Assignment 405
Long-Term (Capital) Expenditures 437
14 Money and Banking 407 Sources of Short-Term Funds 437
Trade Credit 438
Learning Objectives 407
Secured Short-Term Loans 438
■■ Canadian Banks (and VCs): A Diversity and
Inclusion Reboot 407 Unsecured Short-Term Loans 439
What Is Money? 409 Sources of Long-Term Funds 439
The Characteristics of Money 409 Debt Financing 440
The Functions of Money 409 Equity Financing 442
The Spendable Money Supply: M-1 410 Hybrid Financing: Preferred Stock 443
M-1 Plus the Convertible Money Supply: M-2 410 Choosing between Debt and Equity Financing 444
Credit Cards and Debit Cards: Plastic Money? 411 The Risk–Return Relationship 444
The Canadian Financial System 411 Securities Markets 448
Financial Institutions 412 Investment Banking 448
■■ DISRUPTIONS IN BUSINESS Microlending Solutions: Stock Exchanges 448
Operating Outside the Traditional Global System 412 Buying and Selling Securities 450
Financial Pillar #1—Chartered Banks 413 Financing Securities Purchases 452
Services Offered by Banks 413 ■■ DISRUPTIONS IN BUSINESS Reddit Stock Rebels:

■■ E-BUSINESS AND SOCIAL MEDIA SOLUTIONS Do You Listen Playing a Different Game 453
to TikTok Advice? Is Siri Your Mortgage Assistant? 416 Other Investments 454
■■ THERE’S AN APP FOR THAT! 417 Mutual Funds 454
Bank Loans 417 Exchange-Traded Funds 455
Banks as Creators of Money 417 Hedge Funds 455
x Contents

Commodities455 Appendix A A Brief History of Business

■■ THERE’S AN APP FOR THAT! 456 in Canada 467
Securities Regulation 456 Appendix B Business Law 469
Financial Management for Small Businesses 457
Appendix C Using Technology to Manage
Establishing Bank Credit and Trade Credit 457
Information in the Internet and Social Media Era 475
Venture Capital 457
Planning for Cash-Flow Requirements 457 Appendix D Managing Your Personal Finances 494
Risk Management 458 Appendix E Insurance as Risk Management 508
Coping with Risk 458
Endnotes and Source Notes 512
Summary of Learning Objectives 460 • Questions and
Exercises 461 • Team Exercises 462 • Business Case 15 Credits541
Blockchain and Bitcoin: Booming Revolutionary Models or
Name and Organization Index 543
Modern-Day Bubbles Destined to Burst? 463 • Crafting a
Business Plan 465 • Your Assignment 465 Subject Index 551
 Contents xi

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Preface
About Business Essentials them. They’ll still need to know their job duties and
responsibilities, but they’ll also need to understand
10th Canadian Edition how to manage other people—how to motivate and
Our Approach reward them, how to lead them, how to deal with
conflict among them, and the legal parameters that
Welcome to the 10th Canadian edition of Business may affect how they treat them. Chapters 3, 6, 8, and 9
Essentials. This is a survey course designed to intro- provide a lot of information about how they can best
duce students to the exciting and challenging world of wear this hat, although information about the role of
business, both in Canada and elsewhere. The course is employer is found throughout the book.
designed to fit the needs of a wide variety of students. A
student may be taking this course as the first step toward • The Consumer Hat Even if they don’t work for a
earning a degree in business, or they may be thinking business, they will still wear the hat of a consumer.
about business and want to know more about it, or they Whenever they fill their car with Petro-Canada gaso-
may know they want to study business but are unsure of line, buy on Amazon, or download an app for their
the area they want to pursue. They may plan to major in phone, they’re consuming products or services cre-
another field but want some basic business background ated by businesses. To wear this hat effectively, they
and are taking this course as an elective. Or they may be need to understand how to assess the value of what
here because this course is required or is a prerequisite they’re buying, their rights as a consumer, and so
for another course. Whatever their situation, this course on. We discuss how they can best wear this hat in
will be helpful to them. Chapters 1, 3, 12, and 13.
One of our biggest challenges as authors is to write • The Investor Hat The final business hat many people
content that meets the needs of such a diverse student wear is that of an investor. They may buy their own
population. We also want to do our best to ensure that business or work for a company that allows them
students find the course challenging, interesting, and to buy its stock. They may also invest in other com-
useful. To achieve this goal, we think it is helpful to use panies through the purchase of stocks or shares of a
the old metaphor about people wearing different “hats” mutual fund. In order for them to invest wisely, they
as they go through life. Each individual has different must understand some basics, such as financial mar-
roles to play in different settings. For example, their roles kets, business earnings, and the costs of investment.
may include student, child, spouse, employee, friend, or Chapters 4, 11, 14, and 15 will help them learn how
parent. Each of these roles needs a different hat. From the to best wear this hat.
perspective of studying and interfacing with the world
Most people wear more than one of these hats at
of business, there are at least four distinct “hats” that they
the same time. Regardless of how many hats they wear
might wear:
or when they may be putting them on, they will inter-
• The Employee Hat One hat is “worn” as an employee face with many different businesses in different ways.
working for a business. Most people wear this hat Knowing how to best wear all of these hats is what this
throughout their working career. To wear the hat suc- book is all about.
cessfully, they will need to understand their role in
the organization—their job duties and responsibili-
ties, how to get along with others, how to work with Content Features
their boss, what their organization is all about, and • Chapter Opening Cases: Each chapter begins with
so on. They’ll begin to see how best to wear this hat a description of a problem or opportunity that is
as they learn more about organizing business enter- facing a Canadian company, or a general issue that
prises in Chapter 7, how organizations manage their impacts many different businesses in Canada. These
human resources in Chapter 8, motivation and lead- chapter opening cases help students bridge the gap
ership in Chapter 9, and in several other places in between theory and practice.
this book. • There’s an App for That! Boxes: Many chapters
• The Employer or Boss Hat Another business hat that includes a description of several useful apps that are
many people wear is an employer or boss hat. Whether related to the chapter material. These apps allow stu-
they start their own business or get promoted within dents to understand business concepts in new and
someone else’s business, people will be working for dynamic ways.

xii
 Preface xiii

• Feature Boxes with Critical Thinking Questions gather data about an interesting business issue and
• Social Responsibility & Social Justice is NEW to then develop a written report or a class presentation
this edition and provides real-life examples of how based on the information that was gathered. Each
businesses are considering their impact on society. exercise begins with a list of goals, a description of
the situation, a step-by-step methodology for pro-
• E-Business and Social Media Solutions describes how
ceeding, and follow-up questions to help students
rapidly changing technology has provided business
focus their responses to the challenge.
firms with many new ways to connect with customers.
• Exercising Your Ethics: This exercise describes
• Disruptions in Business explains how existing
a situation that contains an ethical dilemma.
businesses are being dramatically changed by new
Students are then asked several questions that
ways of doing business, and how entirely new
focus on how to approach and resolve the
industries are developing with astonishing speed
dilemma. In the exercise, students take on the
and challenging traditional ways of doing business.
role of employee, owner, customer, or investor
• Entrepreneurship and New Ventures provides and examine a chapter-related business ethics
real-life examples of entrepreneurs who saw an dilemma through the perspective of that role.
opportunity to provide a new product or service Students learn how to see an ethical dilemma
in the marketplace, and the activities they carried from various points of view, and to decide what
out in order to be successful. outcome is ultimately best in each situation.
• Examples of Business Practice: In addition to the • Business Case: Each chapter concludes with a
in-depth cases, each chapter contains numerous case study that focuses on a real Canadian or
examples of how actual Canadian and international international company, or on an issue that impacts
businesses operate so that students can gain a better businesses in general. These cases are designed
understanding of the dynamics of business practice to help students apply the chapter material to a
in both Canada and elsewhere. company or an issue that is currently in the news.
• Key Terms: In each chapter, the key terms and defi- At the end of each case, several Questions for
nitions that students should know are highlighted Discussion guide students in their analysis.
throughout the chapters. • Crafting a Business Plan: Found at the end of
• Figures and Tables: The latest available data appear Chapters 5, 9, 11, 13, and 15, the business plan
in tables and figures throughout the text. project is tailor-made to match and reinforce
• End-of-Chapter Material text content. It is software-independent and
provides students with an easy-to-understand
• Summary of Learning Objectives: The material
template that they work from as they create
in each chapter is concisely summarized, using
their business plans. The business plan proj-
the learning objectives as the organizing scheme.
ect is divided into logical sections, and each
This helps students understand the main points
part (marketing, production, finance, etc.) is
that were presented in the chapter.
located at the end of the section where that
• Questions for Analysis require students to think material is covered. With five parts in all, stu-
beyond simple factual recall and apply the con- dents can gradually apply the concepts they’ve
cepts they have read about. learned in the chapters to their business plans
• Application Exercises ask students to apply what throughout the course.
they have learned and are designed to help stu-
dents increase their understanding of how busi- Digital Content Delivery
ness firms actually operate, and engage students
As the world shifts to a greater reliance on digital media,
in practical activities such as interviewing manag-
it is appropriate that this resource evolves as well. This
ers about concepts and issues that are discussed
10th Canadian edition is a fully digital version of Business
in the chapter.
Essentials. Instructors and students will find that,
• Building a Business: Continuing Exercise: This although the medium has changed, the content is fully
team exercise, which is found at the end of each consistent with prior editions.
chapter in the text, gives students the opportunity
to develop an entirely new business venture that
fits with their interests. Questions at the end of What’s New
each exercise require students to carefully consider New content has been included in all chapters. An illus-
how the material in the chapter will influence the trative (but not exhaustive) list is as follows:
decisions they must make about their new venture.
Chapter 1
• Building Your Business Skills: This feature asks
students to examine some specific aspect of busi- • Updated the opening case study with a more well-
ness. While working in a group context, students known business example (Shopify)
xiv Preface

• Improved female representation of entrepreneur Chapter 3

examples
• Expanded the section on natural resources to include • Updated the opening case study
recent Canadian news • Expanded the How Will This Help Me? section to
• Updated the focus of the Disruptions in Business box highlight relevant content application
to the pandemic • Expanded the section Behaviour Toward Employees
• Reorganized the app resources box to include more with recent examples
relevant apps and up-to-date platforms • Condensed the section Assessing Ethical Behaviour
• Added current analysis to the section on govern- • Added a topical example to the section on codes of
ment expenditures ethics
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regulator with popular Canadian examples
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assistance to include several current examples from ticularly from the pandemic
the pandemic • Updated outdated examples, including images
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the law of supply and demand research
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a list format and Canadian example to enhance relevant apps and up-to-date platforms
clarity
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• Updated the information on Canada’s supply man- employees to focus more on employee privacy and
agement system with recent legislative changes its intersection with advances in AI technology
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• Updated dates and statistics ples from the pandemic
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case studies with a high-profile cryptocurrency case
• Created a Social Responsibility & Social Justice box
Chapter 2 that examines the effect of human consumption on
arctic plastics and in space
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mention sustainability and adapting to changing
business environments, including the pandemic
Chapter 4
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deflation, and unemployment sections to incorpo- • Updated the opening and closing case studies
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• Created a Social Responsibility & Social Justice box box on an Indigenous-owned company
that considers branding from an equity lens • Reorganized the section Entrepreneurship to high-
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TikTok in section on role of social media • Expanded examples with updates
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• Updated outdated examples, including images resource links
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• Added new end-of-chapter application exercise on • Condensed the discussion of entrepreneurial
the impact of the COVID-19 pandemic characteristics
 Preface xv

• Updated the section Intrapreneurs with new Chapter 6

research
• Updated the opening and closing case studies
• Expanded the section New Ventures to highlight
inclusive entrepreneurship programs geared toward • Expanded the sections Planning and Controlling to
young and BIPOC entrepreneurs include the impact of pandemic on airline companies
• Expanded the section Idea Generation to highlight • Expanded the section Organizing to include a dis-
current entrepreneurial opportunities for Indigenous cussion of organization charts
communities • Condensed the section Controlling
• Added a new Disruptions in Business box on the gig • Added a new example to the section Information
economy Managers
• Expanded content on financial forecasts, financial • Incorporated diversity and inclusion managers to
resources, and reasons for business success/failure the section Other Managers
to include the impact of the pandemic • Added new research to the section Human Relations
• Reorganized the business plan content to highlight Skills
its sections earlier in the section • Updated the section on time management challenges
• Reorganized the app resources box to include more to include SMS and social media
relevant apps and up-to-date platforms • Reorganized the rational decision-making process
• Added new end-of-chapter questions and exercises section to begin with a summary table, condense
each step, and discuss disruptions like the pandemic
Chapter 5 • Added new examples to the business goals, com-
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Economy with the impact of the pandemic relevant apps and up-to-date platforms
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Canada–China trade relationship ing effects of the pandemic on different industries
• Expanded the section Comparative Advantage • Condensed the content on matching the organiza-
to include the pandemic’s impact on the garment tion to its environment
industry • Added a new Disruptions in Business box on data
• Expanded the section The Balance of Trade to include breaches
an explanation of Canada’s trade deficit • Added mention of diversity and inclusion and new
• Shifted the licensing arrangement discussion to have examples in the corporate culture section
a Canadian focus • Expanded examples with updates
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box to focus on female entrepreneurs in global resource links
markets • Updated dates, statistics, and figure data
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in the section case studies
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mention of Brexit Chapter 7
• Added a new Disruptions in Business box on the
• Added a new opening case study on Spotify’s non-
story and impact of Brexit
traditional company structure
• Expanded the trade agreements section to include
• Expanded on the concepts of responsibility and
updates on the USMCA and CETA deals and to
authority of assigning tasks with inclusion of
introduce the RCEP deal NASA’s organizational structure
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resource links real-life examples:
• Updated dates, statistics, and figure data • How businesses tend to move toward greater
• Added new end-of-chapter questions, exercises, and degrees of centralization as the COVID-19 pan-
case studies demic spreads
xvi Preface

• Whole Foods in the context of decentralized Chapter 9

organizations
• Refreshed the section Span of Control with updated • Added a new opening case study on Glassdoor
examples of diversification and downsizing • Refreshed the chapter introduction
• Added a new Social Responsibility & Social Justice • Added new information on employee behaviour
box on the glass ceiling and Canadian women in • Refreshed information on personality metrics
management positions • Updated statistics on attitudes at work
• Condensed the explanation of staff authority • Refreshed explanations of Theory X and Theory Y
• Refreshed the example of divisional structure • Updated examples on the hierarchy of human needs
• Updated examples in the app resources box • Updated statistics and refreshed information on par-
• Added a new Exercising Your Ethics exercise ticipative management and empowerment
on management using the grapevine to avoid • Added a new Entrepreneurship and New Ventures box
confrontation about motivation and teamwork at Cirque du Soleil
• Added a new closing case on the effects of work- • Added information on COVID-19 work arrange-
place gossip ments and updated information on compressed
workweeks
Chapter 8
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• Added new information on leading during • Refreshed the section Workshare Programs
COVID-19
• Added a new Social Responsibility & Social Justice
• Updated information on the strategic importance of box about Starbucks’s leadership practices
HRM
• Added new information on COVID-19 leadership
• Added new information on HR supply and demand practices
during the COVID-19 pandemic
• Updated the examples in the app resources box
• Updated information on technology’s role in
• Added new information on the January 6 riots
recruitment
during the Trump presidency to discuss the conse-
• Updated information in the app resources box quences of charismatic leadership
• Expanded information on interviewing • Added new examples of leaders as coaches
• Updated information on the check-in approach • Added new information on gender and leadership
• Added new information on determining compensa- • Added new information on COVID-19’s impact on
tion during COVID-19 virtual leadership
• Added a new Disruptions in Business box on the • Added new closing application and ethics exercises
standard minimum wage debate
• Added a new closing case study on COVID-19’s
• Condensed the section The Impact of Education on impact on tourism
Compensation
• Refreshed images throughout chapter
• Updated statistics on the debate about executive
compensation Chapter 10
• Added new information on incentive programs
• Added a new opening case study on ghost kitchens,
• Updated statistics about pensions and paid time off
a new business model where food companies use
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• Added a new Social Responsibility & Social Justice cesses during the COVID-19 pandemic
box with information about the changing faces of • Added new information on Lysol’s capacity plan-
employee rights ning during COVID-19
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ing COVID-19 and the Uber lawsuit in Canada cussion of material management services
• Refreshed information on the future of unions • Added new information on employee training pro-
• Updated information on and examples of contract cedures on COVID-19 restrictions at Disney World
issues • Added new information on quality control processes
• Refreshed images throughout the chapter at airlines
 Preface xvii

• Refreshed information on service and industrial • Added new information on COVID-19’s impact on
productivity pricing for airlines
• Added new information on Boeing’s 2019 plane • Refreshed images throughout chapter
crashes and quality assurance • Refreshed the demographic variables table
• Updated the examples in the app resources box • Updated the example of demographic targeted
• Added a new Social Responsibility & Social Justice marketing
box on social responsibility in the supply chain • Added new information on online sample marketing
• Refreshed information on supply chain disruption • Added a new example about McDonald’s test mar-
with COVID-19 updates keting of the P.L.T. in Canada
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global supply chain during COVID-19 Copper Branch in the Entrepreneurship and New
• Added a new closing assignment on the impact of Ventures box
new competition • Updated information on the BrandZ Top 100 Global
• Added a new closing case study on the future of Brands rankings for 2020
automation • Added a new example of Tim Hortons brand
extension
Chapter 11 • Added new information on consumer preferences
• Added a new opening case study on businesses fac- for environmentally conscious packaging
ing bankruptcy during the COVID-19 pandemic • Added a new closing ethics exercise
• Updated statistics on the number of CPAs in • Added a new closing case study on Maple Leaf
Canada Foods’s plant-based expansion
• Updated rankings and revenue amounts for the top
accounting firms in Canada Chapter 13
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• Added a new Disruptions in Business • Added new information on the rising price of lum-
• Updated the balance sheet figures using Apple Inc.’s ber during the COVID-19 crisis
income statements • Added a new Disruptions in Business box about
• Refreshed information about the changing role of the Uber and other ride-share apps
modern accountant • Updated examples in the app resources box
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exercises, and case study during the COVID-19 pandemic
• Added new information on Bausch Health’s rev- • Updated information to the table Total Media Usage,
enues during the COVID-19 pandemic in the closing Strengths, and Weaknesses
case study
• Updated information on and examples of changes to
traditional media
Chapter 12
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• Added a new opening case study on IKEA’s social box on influencer marketing
media use • Updated examples of sales promotions
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use of product utility for marketing purposes marketing approach
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the COVID-19 pandemic positive behaviour for positive coverage during the
• Added new information on Fairmount’s use of digi- COVID-19 pandemic
tal data • Updated the example of channel conflict between
• Added new information on Chickpea Pasta’s healthy Epic Games and Apple
meals marketing • Refreshed images throughout chapter
• Added a discussion of COVID-19’s impact on the • Updated statistics on vending machine sales and
economic environment of consumers retail sales
• Updated the examples in the app resources box • Added new information and statistics on online
• Refreshed the examples of product marketing retailing sales
Exploring the Variety of Random
Documents with Different Content
The Project Gutenberg eBook of The 21st
Missouri Regiment Infantry Veteran
Volunteers: Historical Memoranda
This ebook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it away
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included with this ebook or online at www.gutenberg.org. If you
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laws of the country where you are located before using this
eBook.

Title: The 21st Missouri Regiment Infantry Veteran Volunteers:

Historical Memoranda

Compiler: T. W. Holman
N. D. Starr

Release date: June 20, 2018 [eBook #57361]

Language: English

Credits: Produced by David E. Brown and The Online Distributed

Proofreading Team at http://www.pgdp.net (This file
was
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The
Internet Archive)

*** START OF THE PROJECT GUTENBERG EBOOK THE 21ST

MISSOURI REGIMENT INFANTRY VETERAN VOLUNTEERS:
HISTORICAL MEMORANDA ***
 The
21st Missouri Regiment
Infantry Veteran Volunteers.

Historical Memoranda.

COMPILED BY
N. D. Starr and T. W. Holman.

July, 1899.
ROBERTS & ROBERTS, PRINTERS,
FORT MADISON, IOWA.
 EXPLANATORY PREFACE.

AT the close of the war and after their discharge the members of the
21st Missouri Regiment scattered over Missouri and other States of
the Union. No effort was made to keep the organization alive until
1888, when T. W. Holman, responding to the whisperings of memory
for a sight and hand clasp of the old comrades of ’61-’66, on his own
responsibility published a call, in August, 1888, for a meeting of the
survivors at Arbela, Mo. The result was a large gathering of the
veterans and the organization of the 21st Missouri Infantry Veteran
Volunteers Association. From that date to the present time annual
meetings have been held. At the meeting in 1896, Messrs. T. W.
Holman and N. D. Starr were made Regimental Historians, to compile
and perpetuate the history of the regiment. At the next meeting, in
1897, these comrades made a partial report, and at the Edina, Mo.,
meeting in 1898, submitted the result of their labors in manuscript
form. A motion was then made and carried that T. W. Holman
continue the labor and revise and prepare the manuscript for
publication and have it printed for the use of the Association. In
accordance with the foregoing instructions the succeeding pages are
respectfully submitted.
T. W. Holman.
 DAVID MOORE,
Colonel 21st Regiment Missouri Inf. Vet. Vols.
 THE CALL TO ARMS.
Organization of the 1st and 2d North Missouri Regiments, June
and July, 1861.—Campaigning in North Missouri During the
Summer of 1861.—Order Consolidating the 1st and 2d North
Missouri Regiments, Thereafter Known as the 21st
Regiment, Missouri Infantry Vols.

A FTER the election of Abraham Lincoln in 1860 many political

disturbances and difficulties arose and he was inaugurated during
a time of overwhelming excitement. The government of Missouri at
that time was in the hands of those who were clamoring for
secession from the Union of States. Claiborne F. Jackson, who had
been trained in the political school of “States Rights,” was elected
Governor. Early in the spring of 1861 Camp Jackson was established
in St. Louis and troops for State service were mustered at that point.
The Southern states, one after another, withdrew from the Union and
on April the 11th, 1861, Fort Sumter was fired on by the
Confederates. This was the bugle call to arms, and President Lincoln’s
proclamation for 75,000 men to serve for ninety days followed. Frank
P. Blair, afterwards Major General, received authority from the general
government to organize and muster into service troops for the
prosecution of the war for the preservation of the Union.
The muster of troops for the state was very irregular and was the
cause afterwards of considerable confusion. Some men were enlisted
for the war, some for one year, then for three years; some to serve in
the state only, while others were enlisted for service in the northern
part of the state and others for the southern part. The army thus
organized was one of questionable authority. The Governor
maintained that the general government had no right to invade the
state, and the latter hesitated in regard to sending troops into a state
not in open revolt against the government.
During this period of hesitation and confusion Col. D. Moore was
commissioned Colonel and received authority to enlist and organize
the 1st North Missouri Volunteers; and Col. H. M. Woodyard was
given like authority to organize the 2d North Missouri Volunteers. In
the summer and fall of 1861 these troops, acting separately, held
North Missouri against the Confederates under Cols. Porter and
Green. The anomalous conditions then existing in the state are
explained by the position of the Confederates, who claimed that they
were resisting armed invasion of the State by the Federal
Government.

THE FIRST NOTE OF DEFIANCE.

About May 30, 1861, Col. Moore received authority from Gen. Lyons
to raise a regiment for the Federal service, taking the field at the
head of ten men. Clear and ringing as a bugle blast he sounded the
following challenge, which was posted in hand bills over Northeast
Missouri and Southern Iowa:

The undersigned is authorized to raise a company of volunteers

in the county, for the Union service. All who are willing to fight
for their homes, their country and the flag of the glorious Union,
are invited to join him, bringing with them their arms and
ammunition. Until the Government can aid us we must take care
of ourselves. Secessionists and rebel traitors desiring a fight can
be accommodated on demand.
D. Moore.

(The above is a verbatim copy.—T. W. H.)

Cols. Moore and Woodyard, with their commands, were so
continuously engaged with the enemy either in skirmishing, scouting
or fighting, that no time was left them for looking after recruits.
Hence when the time came to be regularly received into service both
regiments were short of the requisite number of men. Consequently
the two regiments were consolidated into what is known as the 21st
Regiment of Missouri Volunteers, by the following order:

Headquarters State of Missouri,

Adjutant General’s Office.
St. Louis, December 31, 1861.
}
SPECIAL ORDERS, NO. 15.
1st. The battalion of Missouri Volunteers heretofore known as 1st
North Missouri Regiment, under the command of Col. D. Moore,
and the battalion of Missouri Volunteers heretofore known as the
2d North Missouri Regiment, under the command of Col. H. M.
Woodyard, are hereby consolidated into a regiment to be
hereafter known and designated as the 21st Regiment of
Missouri Volunteers.
2d. Col. D. Moore is hereby appointed Colonel, and Col. H. M.
Woodyard is hereby appointed Lieutenant-Colonel, of the
regiment thus formed.
By order of the Commander in Chief.
Chester Harding, Jr.
Adjutant General.

As a result of the above order the two regiments were consolidated

on the 1st day of February, 1862, and were mustered into the service
of the United States by Lieut. Col. Fetterman, as the 21st Missouri
Infantry Volunteers, with the following field officers:

D. Moore, Colonel.
H. M. Woodyard, Lieutenant Colonel.
B. B. King, Major.
Charles C. Tobin, Adjutant

The ten companies of the regiment had the following officers:

Company A—Charles Yust, Captain.
Henry Menn, 1st Lieutenant.
 Edwin Turner, 2d Lieutenant.
Company B— Joseph Story, Captain.
L. D. Woodruff, 1st Lieutenant.
Edward Fox, 2d Lieutenant.
Company C— Simon Pearce, Captain.
William Lester, 1st Lieutenant.
T. H. Richardson, 2d Lieutenant.
Company D—N. W. Murrow, Captain.
Henry McGonigle, 1st Lieutenant.
Louis J. Ainslee, 2d Lieutenant.
Company E—Geo. W. Fulton, Captain.
T. M. McQuoid, 1st Lieutenant.
Wm. J. Pulus, 2d Lieutenant.
Company F— Joseph T. Farris, Captain.
Alex. F. Tracy, 1st Lieutenant.
F. A. Whitmore, 2d Lieutenant.
Company G— T. H. Roseberry, Captain.
E. R. Blackburn, 1st Lieutenant.
Daniel R. Allen, 2d Lieutenant.
Company H— Jno. H. Cox, Captain.
Peter S. Washburn, 1st Lieutenant.
Wm. P. Rickey, 2d Lieutenant.
Company I— Wm. Harle, Captain.
Joseph Oliver, 1st Lieutenant.
Hudson Rice, 2d Lieutenant.
Company K— Frederick Leeser, Captain.
A. D. Starkweather, 1st Lieutenant.
Geo. M. Davis, 2d Lieutenant.
It was in Canton where the regiment was mustered into service and
about the 15th of February it left that place and marched by way of
LaGrange and Palmyra to Hannibal, Mo., where several weeks were
spent in training in military duties. On the 28th of March orders came
to go to the front. Camp equipments were soon packed and the
regiment on the way to St. Louis. After a brief stop there it was taken
by boat to Savannah, Tennessee. This place was General Grant’s
headquarters, who was then making the plans which resulted in the
fall of Corinth. The regiment reported to Gen. Grant and was sent
immediately to the front and assigned to the 1st Brigade, 6th
Division, Army of West Tennessee, under command of Gen. B. M.
Prentiss.
The men were soon to see fighting in earnest now. They were on the
ground where the memorable battle of Shiloh was fought a few days
after their arrival, to-wit: the 6th and 7th of April, 1862, and on
account of their advanced position they were the first to become
engaged with the enemy. The regiment suffered heavily in the fight,
losing one officer and thirty men killed, with four officers and one
hundred and fifty men wounded. Three officers and sixty-eight men
were also taken prisoners. It was here that the gallant Maj. King fell
mortally wounded. The reports of the battle by Cols. Moore and
Woodyard, published here, give a full account of the part taken by
the regiment:

Cols. Moore and Woodyard’s Reports.

Headquarters 21st Mo. Infantry,
6th Division, Army of the Tennessee,
April 11th, 1862.
}
SIR:—In pursuance of the order of Brig. Gen. B. M. Prentiss,
commanding 6th Division, Army of West Tennessee, I, on
Saturday, (April 5th,) proceeded to a reconnoisance on the front
of the line of Gen. Prentiss’ division, and on the front of Gen.
Sherman’s division. My command consisted of three companies
from the 21st Missouri Regiment, companies commanded by
Capt’s Cox, Harle and Pearce. A thorough reconnoisance over the
extent of three miles failed to discover the enemy. Being
unsuccessful, as stated, I returned to my encampment about 7
p. m. On Sunday morning, the 6th inst., at about 6 o’clock, being
notified that the picket guard of the 1st Brigade, 6th Division,
had been attacked and driven in, by order of Col. Everett
Peabody, commanding the 1st Brigade, 6th Division, I advanced
with five companies of my command a short distance from the
outer line of our encampment. I met the retreating pickets of the
1st Brigade bringing in their wounded. Those who were able for
duty were ordered and compelled to return to their posts, and
learning that the enemy were advancing in force I advanced with
the remaining companies of my regiment, which companies
having joined me I ordered an advance and attacked the enemy,
who was commanded by Brig. Gen. Ruggles, of the Rebel army.
A terrific fire was opened upon us from the whole front of the
four or five regiments forming the advance of the enemy, which
my gallant soldiers withstood during thirty minutes, until I had
communicated the intelligence of the movement against us to
my commanding General. About this time, being myself severely
wounded, the bone of the leg below my knee being shattered, I
was compelled to retire from the field, leaving Lieut. Col.
Woodyard in command.
D. Moore,
Colonel 21st Mo. Volunteers.
To Capt. Henry Binmore,
Act. A. G., 6th Division,
Army of West Tennessee.

Headquarters 21st Mo. Infantry,

Pittsburg, Tenn., April 12, 1862. }
SIR:—I have the honor to report that on the morning of the 6th
of April, before sunrise, Gen. Prentiss ordered Col. Moore, with
five companies of our regiment, to sustain the pickets of the
12th Michigan Infantry. The Col. had not proceeded more than
half a mile when he met the pickets coming in with many killed
and wounded. Col. Moore immediately dispatched Lieut. Menn
for the remaining five companies. Gen. Prentiss being in camp,
ordered me to join Col. Moore. We marched some three hundred
yards together, after I formed the junction, in a nearly westerly
direction, flank movement, four ranks, when the head of the
column came to the northwest corner (this should have been the
northeast corner.—T. W. H.) of a cotton field. We were here fired
upon and Col. Moore received a severe wound in the right leg,
and Lieut. Menn was wounded in the head. I then assumed
command of the regiment and formed a line of battle on the
brow of a hill, on the cotton field, facing nearly west. I held this
position for some half or three-quarters of an hour and kept the
enemy in check. He fell back and endeavored to outflank me.
Discovering this I moved my line to the north of the field again. I
was then joined by four companies of the 16th Wisconsin
Infantry. Having no field officers with them I ordered them to a
position east of the field, and as soon as this was done joined
them with my command. This line of battle was formed facing
south, behind a small incline, enabling my men to load and be
out of range of the enemy’s fire. The position proved a strong
one and we managed to hold it for upward of an hour. Finding
they could not dislodge us the enemy again tried to outflank us
and deal a cross fire. I then fell back in good order, firing as we
did so, to the next hill. Col. Peabody, commanding the 1st
Brigade, here came up with the 25th Missouri Regiment. I
requested him to bring his men up to the hill on our right, as it
would afford protection to his men and be of assistance to my
command. He did so, but the enemy coming by heavy main
center and dealing a heavy cross-fire from our right and left, we
could not maintain this position for over thirty minutes. We
gradually began to fall back and reached our tents, when the
ranks got broken in passing through them. We endeavored to
rally our men in the rear of our tents and formed as well as
could be expected, but my men got much scattered, a great
many falling into other regiments, under the immediate
command of Gen. Prentiss. Others divided to other divisions but
continued to fight during the two days.
 Falling back to the second hill, Maj. Barnabas B. King received a
mortal wound and died in about thirty minutes. He rendered me
great assistance in the action, cheering on and encouraging my
men. His death is a heavy loss to us. He was ever active,
energetic and at his post of duty, vigilant in attending to the
wants of the men. Adjt. C. C. Tobin, who is now missing, also
proved himself very active on the field. He is supposed to be a
prisoner and taken at the same time with Gen. Prentiss. I cannot
too highly praise the conduct of the officers and men of my
command, and of the companies of the 16th Wisconsin, who
acted in concert with me.
Respectfully submitted,

H. M. Woodyard,
Lieut. Col. Com’d’g 21st Mo. Regt.
To Capt. Henry Binmore,
Act. A. G., 6th Division,
Army of West Tennessee.

To go back to the battle of Shiloh:

It was here that Gen. Prentiss was captured and Gen. Peabody killed.
The 21st, after losing Gen. Prentiss, was under the command of his
successor, Gen. McKean, who then directed the movements of the
6th Division. The 1st Brigade of the 6th, to which the 21st was
attached, was commanded, after Gen. Peabody, by Gen. McArthur.
The gallant 21st had no time to rest and recuperate after its severe
fight at Shiloh. Under Gen. Halleck, who succeeded Gen. Grant after
the Shiloh engagement, the regiment took an active part in the siege
of Corinth. On the 30th of April began the march on this formidable
Confederate stronghold. It was fighting, advancing and building
breastworks, until the enemy finally evacuated the town and our
victorious soldiers entered, on the 29th day of May, 1862.
The regiment laid around Corinth until about June 10th, when it was
taken to Chewalla, Tennessee, about ten miles away, on the Memphis
& Charleston R. R. Here they did light guard duty and enjoyed a well
deserved rest until August 30th. The country was picturesque and
beautiful and abounded in fruits of all kinds; but even here the 21st
had its troubles and trials. Small pox broke out in the camp. More
than seventy cases were on hand at one time—and those not
afflicted or doing guard duty had to take their turns at nursing their
comrades. But the malady finally run its course, after leaving a death
list of thirty-odd men. On leaving Chewalla, the regiment returned to
Corinth and was ordered, on September 10th, to Kossuth, Mississippi,
for outpost duty; but in a few days was ordered back to Corinth,
reaching there on the morning of the 3d of October.
The regiment had just got settled in its tents, on the morning of the
3d of October, on its return from Kossuth, when the bugle call to
arms summoned the men to rush out and fall into line of battle. The
battle of Corinth began about daylight, and the men of the 21st were
in the midst of it. The report of Col. Moore, here published, shows
the part the 21st took in the engagement:

Col. Moore’s Report.

Headquarters 21st Mo. Infantry Vols.,
1st Brigade, 6th Division.
Corinth, Miss., October 17, 1862.
}
Capt. J. Bates Dickerson,
Ass’t Adjt. Gen. 1st and 2d Brigades, 6th Division.
Captain:—I have the honor to report the part taken by the 21st
Mo. Vols, in the engagement before Corinth, Miss., October 3
and 4, 1862. On the afternoon of Oct. 2, 1862, I was relieved
from outpost duty and command of the post of Kossuth, Miss.,
by Col. Smith, 43d Ohio. We returned to our camp at Corinth,
Miss., the same night, arriving at 3 o’clock a. m. About 4:30 a.
m. we heard artillery fire some distance to the front; the
battalion was formed promptly in line, and shortly after we were
directed to take position upon the Memphis & Charleston R. R.,