1
Chicago Manual of Style

The Chicago Manual of Style Online via the Writing Centre website:
http://library.royalroads.ca/writing-centre/writing/citing-resources/chicago-manual-style

Use the humanities style: footnotes and a bibliography. See the Chicago-Style Citation
Quick Guide: http://www.chicagomanualofstyle.org/tools_citationguide.html

“A note number should generally be placed at the end of a sentence or at the end of a
clause. The number normally follows a quotation (whether it is run in to the text or set as an
extract). Relative to other punctuation, the number follows any punctuation mark except for
the dash, which it precedes.” See 14.21 for more information.
o
NB: Do not use one note number for an entire paragraph. Use a footnote for every
quotation/paraphrased text.

See 14.24-14.31 for the format for shortened footnotes and the use of ibid.

See 14.218-14.223 for citing personal communication (conversations, letters, emails, phone
calls, etc.) or unpublished data. Note that no bibliographic entry is required for personal
communication or unpublished data.

See 14.52 for instructions on providing several citations in one footnote.

Provide the Digital Object Identifier (DOI) when one is available: “Authors should include
DOIs rather than URLs for sources that make them readily available. The examples included
throughout the discussion on journals (14.175–98) may be applied to other types of sources
as necessary, including books (see 14.167, 14.248).” See 14.6 for more information.
o
See “Article in an online journal” in the Quick Guide for an example
o
If the article doesn’t have a DOI, provide the URL to the article. See the bibliography
example for a sample reference.
2
Sample paragraph
In today’s global environment where work teams may be located around the world, a
consideration for managers is that “multicultural teams often generate frustrating management
dilemmas. Cultural differences can create substantial obstacles to effective teamwork–but these
may be subtle and difficult to recognize until significant damage has already been done”.1
Furthermore, “communication in Western cultures is typically direct and explicit. In many other
cultures, meaning is embedded in the way the message is presented. The differences can
cause serious damage to team relationships”, 2 and this damage, once done, can be extremely
damaging to future relationships and contribute to further issues. 3 To address these issues,
managers may choose to take an approach that has proven to be successful, which involves
“four strategies for dealing with these challenges: adaptation (acknowledging cultural gaps
openly and working around them), structural intervention (changing the shape of the team),
managerial intervention (setting norms early or bringing in a higher-level manager), and exit
(removing a team member when other options have failed)”.4 What’s clear is that regardless of
the situation, “just pretending that the problem does not exist is unacceptable and harmful to
everyone involved”.5
Bibliography
Brett, Jeanne, Kristin Behfar, and Mary C. Kern. “Managing Multicultural Teams.” Harvard
Business Review 84, no. 11(November 2006): 84-91.
https://ezproxy.royalroads.ca/login?url=http://search.ebscohost.com.ezproxy.royalroads.ca/l
ogin.aspx?direct=true&db=buh&AN=22671287&site=ehost-live
Lastname, Firstname. “Another resource.” Name of Journal volume number, no. issue (Month
year of publication): page number-page number. Accessed Month day, year if required by
professor. DOI/URL.
1
Jeanne Brett, Kristin Behfar, and Mary C. Kern, “Managing Multicultural Teams,” Harvard Business Review 84,
no. 11(2006): 84,
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e&db=buh&AN=22671287&site=ehost-live
2
Firstname Lastname, “Title of resource”, Name of Journal vol#, no. of issue (year): page#, DOI/URL
3
Brett, Behfar and Kern, “Managing Multicultural Teams,” 88.
4
Ibid., 89.
5
John Green, BUSA506 discussion forum posting, January 15, 2010.