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Macionis, Sociology, 16/e
Chapter 7
Groups and Organizations
Contents
Author‘s Note
Additional Content in REVEL
Learning Objectives
Detailed Chapter Outline
REVEL Media
John‘s Chapter Close-Up: The Paintings of George Tooker
John‘s Personal Audio Selection
Research for a Cutting-Edge Classroom
Using the ASA Journal Teaching Sociology in Your Classroom
Supplemental Lecture Material
• Computers and the Threat to Privacy
• The Female Advantage
Essay Topics
Author’s Note for Chapter 7
Chapter 7 can be tagged as ―middle-level‖ in focus, between the micro-orientation of Chapter 6

(―Social Interaction in Everyday Life‖) and the more macro-level orientation of chapters that
follow. The topic here is groups and organizations. Overall, this chapter presents several
somewhat distinct lessons to students, and it may be helpful to specify them all here.
 A survey of what we know about groups. The chapter begins with a look at the
importance of primary groups and how they differ from secondary groups. There follows
discussion of various dimensions of group dynamics, involving leadership, conformity
among group members, reference groups, in-groups and out-groups, and the
consequences of group size and diversity of membership. This section of the chapter
concludes with a look at networks, including how they differ from groups, their
usefulness to us, and how social media have transformed the process of networking.
 An introduction to formal organizations. Starting with a typology of formal
organizations, discussion turns to a Weberian account of the development of formal
organizations as an element of rational, modern societies. This history leads to Weber‘s
analysis of the six traits of bureaucracy. Discussion includes a focus on organizational
environment, informal dynamics within bureaucracy, and problems such as oligarchy that
have been linked to this organizational form.
 It may be helpful to students to point out the historical flow to all the material noted
above. In the more traditional, preindustrial era, social life was composed of small-scale
groupings (such as family, village, and craft guild). Modern societies retain many of these
more primary groupings, but they are now less the center of social life. Rather, a larger-
Copyright © 2017 Pearson Education, Inc. All rights reserved. 93

scale of life emerges in which most people work within large organizations and deal
impersonally with officials in other vast bureaucracies (we know them as acronyms: PTA,
IRS, DMV, and so on). This historical theme is more fully developed in Chapter 4
(―Society‖) and most fully discussed in Chapter 24 (―Social Change: Traditional, Modern,
and Postmodern Societies‖).
 As a central element of modern society life, formal organizations themselves have
changed over the last century. The last section of the chapter explores the evolution of
formal organizations. Beginning with the rigid scientific management model (itself based
on Weber‘s thinking and reflecting military organization), we see organizations evolving
as they become more open to various categories of people, respond to an alternative (and
more primary group-like) organizational model that arises in Japan, and adjust to the shift
from the rigid industrial routines characteristic of the early industrial era work to more
creative symbolic work that evolves in the information age. Keep in mind that this final
evolution is only one of two opposing trends: As more creative work has expanded
offering well-paid careers, ―McJobs‖ similar to older factory jobs, continue to require
routine work and extensive supervision (as part of the larger trend called
―McDonaldization‖).
Additional Content in REVEL
REVEL is the electronic version of this text that provides interactive learning, student learning
assessment, and additional readings and engaging video—at remarkably low cost. All of the
REVEL content has been developed by John Macionis and is seamlessly integrated into the text.
For each chapter, REVEL expands and deepens student learning with rich content including:
In Greater Depth—This interactive graphic allows students to go deeper into the Power of
Society figure at the beginning of the chapter, in this case showing how race shapes people‘s
group memberships.
A Global Perspective—These interactive graphics focus on global patterns, in this case showing
the McDonalds is an economic giant larger than the economy of many countries.
Video—These short videos present key concepts in engaging ways. In this chapter, students can
access three videos that introduce the concepts of group and organization, explore patterns of
social inequality involving groups and organizations, and investigate the process of
McDonaldization and the proliferation of ―big-box‖ stores in the United States.
Journals—These are short student writing exercises. This chapter‘s journals encourage students
to identify primary and secondary groups to which they belong, reflect on their experience of
bureaucracy, assess their level of concern about protecting personal privacy, and to share with
others their assessment of the strengths and weaknesses of large, formal organizations.

Interactive Comparison Maps—These interactive graphics allows students to manipulate social

maps to link variables. In this chapter, students examine global maps to see the extent of Internet
use in nations at differing levels of economic development.
Read the Document—These primary readings allow students to read important sociologists in
their own words. All readings have been carefully chosen and edited to provide rich learning
accessible to all students. This chapter‘s reading is Georg Simmel‘s classic, ―Dyads, Triads, and
Larger Groups.‖
Social Explorer—An interactive exercise that uses social mapping to explore societal dynamics
across the United States. This chapter‘s exercise allows students to explore membership in one of
the country‘s largest formal organizations—the U.S. military—across the country and in their
local communities.
Surveys—These interactive exercises ask students to assess the own attitudes and behavior and
compare themselves to others in the United States or to populations in other countries. This
chapter‘s surveys focus on students‘ life in groups and concerns about the loss of personal
privacy.
In Review—These interactive ―drag and drop‖ exercises allow students to have fun as they
assess their learning. In this chapter, one In Review exercise asks students to identify traits of
small groups and the traits of large organizations.
Learning Objectives
 7.1: Explain the importance of various types of groups to social life.

 7.2: Describe the operation of large, formal organizations.
 7.3: Summarize the changes to formal organizations over the course of the last century.
______________________________________________________________________________
Detailed Chapter Outline
I. Social Groups. A social group is defined as two or more people who identify and interact
with one another.
L.O. 7.1: Explain the importance of various types of groups to social life.
A. The Basics: Societies, Groups, and Organizations. People who interact in a defined
territory and share a culture comprise a society. Though one could argue that
individuals form the foundation of any society, groups, and organizations also have
profound influence over people's lives.
B. Primary and secondary groups.
1. A primary group is a small social group whose members share personal
and enduring relationships.

a. People in primary groups share many activities, spend a great deal of time
together, and feel they know one another well.
b. Families are primary groups in that they are the first groups we experience
in life and because they are of central importance in the socialization
process.
c. Members think of the group as an end in itself rather than as a means to
other ends.
d. Members view each other as unique and irreplaceable.
2. Secondary groups are large and impersonal social groups devoted to some
specific interest or activity.
a. They involve weak emotional ties.
b. They are commonly short term.
c. They are goal oriented.
d. They are typically impersonal.
B. Group leadership.
1. Instrumental leadership emphasizes the completion of tasks; expressive
leadership emphasizes collective well-being.
2. There are three styles of decision-making in groups:
a. Authoritarian leadership focuses on instrumental concerns, takes personal
charge of decision-making, and demands strict compliance from
subordinates.
b. Democratic leadership is more expressive and tries to include everyone in
the decision-making process.
c. Laissez-faire leadership allows the group to function more or less on its
own.
C. Group conformity.
1. Asch‘s (1952) research into group conformity showed that many of us are
willing to compromise our own judgment and to avoid being different, even
from people we do not know.
2. Milgram‘s (1963) research into obedience suggests that people are likely to
follow directions from not only ―legitimate authority figures,‖ but also groups
of ordinary individuals, even when it means inflicting harm on another
person.
3. Janis‘s (1972, 1989) research dealt with a process called groupthink, the
tendency of group members to conform by adopting a narrow view of some
issue.
D. A reference group is a social group that serves as a point of reference for people
making evaluations or decisions.
1. Social Inequalities: Societies, Groups, and Organizations. How our society,
groups, and organizations are changing is the subject of this video. It focuses
on the dynamics of our groups and how social media has influenced our
groups and our organizations.
2. Stouffer‘s (1949) research on reference group dynamics showed that we do
not make judgments about ourselves in isolation, nor do we compare
ourselves with just anyone.

E. An in-group is a social group commanding a member’s esteem and loyalty; an out-

group is a social group toward which one feels competition or opposition.
F. Group size.
1. A dyad is Georg Simmel‘s (1858-1918) term for a social group with two
members.
a. Social interaction in a dyad is typically intense.
b. Dyads are typically less stable than larger groups.
2. A triad is a social group with three members.
a. Triads are more stable than dyads.
b. Any two members can form a majority coalition.
G. Social diversity (race, ethnicity, class, and gender) influences intergroup contact in
four ways:
1. The larger a group, the more likely members will maintain relationships only
with other group members.
2. The more internally heterogeneous a group is, the more likely that its members
will interact with outsiders.
3. The greater the overall social parity within a setting, the more likely it is that
people from diverse backgrounds will mingle and form ties.
4. Physical space affects the chances of contact among groups.
H. A network is a web of weak social ties.
1. WINDOW ON THE WORLD (p. 166)—Global Map 7–1: Internet Users in
Global Perspective. Although a majority of world nations are connected to
the Internet, a majority of the world‘s people—especially those living in low-
income countries—do not have access to this resource.
II. Formal Organizations.

L.O. 7.2: Describe the operation of large, formal organizations.
A. There are three types of formal organizations:
1. Utilitarian organizations, which people join in pursuit of material rewards.
2. Coercive organizations, distinguished by involuntary membership.
3. Normative organizations or voluntary associations, in which people pursue
goals they consider morally worthwhile.
B. Formal organizations date back thousands of years. Early organizations had certain
limitations.
C. Bureaucracy became common during the Industrial Revolution.
D. Where Is Membership in the Military Highest in the United States? In this activity,
students have the opportunity to explore membership in one of our country‘s largest
formal organizations—the military—in their local community and across the United
States.
E. Bureaucracy is an organizational model rationally designed to perform tasks
efficiently. Max Weber (1921) identified six key characteristics of bureaucracy:
1. Specialization.
2. Hierarchy of offices.
3. Rules and regulations.
4. Technical competence.

5. Impersonality.
6. Formal, written communications.
F. Organizational environment refers to a range of factors outside the organization
that affects its operation, including:
1. Technology.
2. Economic and political trends.
3. Population patterns.
4. Other organizations.
G. The informal side of bureaucracy is that members of organizations try to personalize
their procedures and surroundings.
H. Problems of bureaucracy.
1. Bureaucratic alienation, according to Weber, is the reduction of the human
being to a “small cog in a ceaselessly moving mechanism.”
2. Bureaucratic inefficiency and ritualism is the preoccupation with rules and
regulations to the point of thwarting an organization’s goals.
3. Bureaucratic inertia is the tendency of bureaucratic organizations to
perpetuate themselves.
4. Robert Michels (1876–1936) made the link between bureaucracy and
oligarchy, the rule of the many by the few. The ―iron law of oligarchy‖ refers
to the pyramid shape of bureaucracy placing a few leaders in charge of
organizational resources.
III. The Evolution of Formal Organizations

L.O. 7.3: Summarize the changes to formal organizations over the course of the last century.
A. Scientific management is the application of scientific principles to the operation of a
business or other large organization.
1. Scientific management involves three steps:
a. Managers observe the tasks performed by the workers.
b. Managers analyze their data to discover ways for workers to become more
efficient.
c. Management provides guidance and incentives to workers to be more
efficient.
B. During the 1960s, big businesses were inefficient and unfair in their hiring practices.
1. By the end of the twentieth century, white men in the United States held 58
percent of management jobs.
2. Women bring a ―female advantage‖ to companies striving to be more flexible
and democratic.
C. Differences between formal organizations in Japan and in the United States:
1. Hiring and advancement.
2. Lifetime security.
3. Holistic involvement.
4. Broad-based training.
5. Collective decision making.

D. Pressure to modify conventional organizations is also coming from the nature of work
itself, including a shift from making things to processing information. Ways in which
today‘s organizations differ from those of a century ago:
1. Creative autonomy.
2. Competitive work teams.
3. A flatter organization.
4. Greater flexibility.
E. SOCIOLOGY IN FOCUS BOX (p. 177): Computer Technology, Large
Organizations, and the Assault on Privacy. The loss of privacy is one result of more
and more complex computer technology. Note that students can join the blog on
REVEL.
F. The “McDonaldization” of society (George Ritzer, 1993).
1. Four principles of McDonaldization:
a. Efficiency.
b. Calculability.
c. Uniformity and predictability.
d. Control through automation.
2. Rationality, although efficient, may be irrational and highly dehumanizing.
3. The McDonaldization of Society by George Ritzer. George Ritzer has called
the increasing bureaucratization in social life the ―McDonaldization‖ of
society. In this excerpt Ritzer demonstrates how the principles of the fast-
food restaurant have come to dominate all areas of American society.
4. Sociology in Focus: Societies, Groups, and Organizations. Society, groups,
and organizations are the main focus of this video. It illustrates how groups
and organizations can positively and negatively affect our society.
IV. The Future of Organizations: Opposing Trends

L.O. 7.4: Assess the consequences of modern social organization for social life.
A. ―Intelligent organizations‖ have become more productive than ever.
B. The postindustrial economy has created many highly skilled jobs, more routine
service jobs, and offers few of the benefits that today‘s highly skilled workers enjoy.
C. Organizational ―flexibility‖ that gives better-off workers more autonomy carries the
threat of ―downsizing‖ for rank-and-file employees.
V. Seeing Sociology in Everyday Life photo essay (pp. 178–179). Use this essay to spark
discussion of advantages and disadvantages of rational social organization.
REVEL Media
IN GREATER DEPTH [graphic] The Power of Society to Link People into Groups:
Membership in Various Types of Groups, by Race, found in Module 7.1.
A GLOBAL PERSPECTIVE [graphic] McDonald‘s: Bigger Than Many Countries, found in
Module 7.2.

VIDEO The Basics: Societies, Groups, and Organizations This video looks at the differences
between primary and secondary groups and how they serve as reference groups in our daily
lives, found in Module 7.3.
VIDEO Social Inequalities: Societies, Groups, and Organizations This video uses familiar
“family politics” and also the situation of a young person getting a job through family
connections to illustrate Georg Simmel’s observations of the dynamics of small social groups,
found in Module 7.4.
JOURNAL Personalizing Primary and Secondary Groups, found in Module 7.5.
COMPARISON MAP Internet Users / Economic Development in Global Perspective, found in
Module 7.6.
READ THE DOCUMENT Dyads, Triads, and Larger Groups by Georg Simmel Simmel
argues that while one might think that interactions between individuals are inherently unique,
the number of persons involved in a social interaction affects the social forms that develop in
predictable ways. Simply moving from a dyad to a triad changes the level of intimacy and the
resulting interactions, found in Module 7.7.
SOCIAL EXPLORER Explore membership in one of our country‘s largest formal
organizations—the military—in your local community and in counties across the United States,
found in Module 7.8.
SURVEY Living in Groups: Rate Yourself, found in Module 7.9.
IN REVIEW Small Groups versus Large Organizations, found in Module 7.10.
JOURNAL Experiencing Bureaucracy, found in Module 7.11.
VIDEO Sociology in Focus: Societies, Groups, and Organizations The narrator of this video
relates personal encounters with aspects of the McDonaldization of society today—the
predictability, uniformity, and efficiency of big box stores seen in every major city, found in
Module 7.12.
SURVEY Concern about Privacy: Rate Yourself, found in Module 7.13.
SHARED WRITING Assessing Formal Organizations, found in Module 7.14.
SEEING SOCIOLOGY IN EVERYDAY LIFE [photo gallery] What have we learned about
the way modern society is organized? found in Module 7.15.
John’s Chapter Close-Up: The Paintings of George Tooker
In 2011, the painter George Tooker passed away at the age of ninety at his home in rural
Vermont. I have always been haunted by Tooker‘s art, visions of modern social life that strike a
chilling chord. There is no outright violence in Tooker‘s paintings. On the contrary, his settings
are quite orderly and even carefully controlled. But humanity is presented in the throes of
death—a social death or maybe a death of the soul. From a sociological point of view, no one
better captures Max Weber‘s pessimistic assessment of modernity.
In this chapter, Tooker‘s Government Bureau (1956) appears on page 171. I have read that
the idea for this painting resulted from the artist‘s frustrating attempt to get a permit in New York
City to do a home renovation project. Notice the sameness of the people, all reduced to a
nondescript form as they meekly wait to be processed by the robot-like bureaucrats working
within a vast, impersonal system. The organizational employees are truly ―faceless‖ in Tooker‘s
portrayal, and you see only a bit of them behind frosted glass. They, too, have no personal traits.

Their fingers rest on calculators suggesting that the people they serve are simply ―cases‖ to be
counted and processed. The workers, of course, are no better off.
This is Weber‘s vision of modern alienation. It differs from the vision of Marx, in which
alienation arises from hierarchy and class conflict. In Weber‘s and Tooker‘s views, we are all
rendered small and unimportant against the rising wave of rational bureaucracy. Do such
organizations serve humanity, as people once supposed? Or does humanity now serve the
―machine?‖
For discussion, also point out that there are two other Tooker paintings in the text. In Chapter
24 (―Social Change: Traditional, Modern, and Postmodern Societies‖) you will find The Subway
(1950), one of Tooker‘s early images of modern, urban life. Landscape with Figures (1963) is
found in the Weber section of Chapter 4 (―Society‖) on page 102. Here we see Tooker‘s take on
Weber‘s ―iron cage.‖
John’s Personal Audio Selection
Chapter 7 concludes raising a timely debate about the extent to which new organizational forms
operating new computer technology threaten personal privacy. There is a more sinister side of
this issue—the potential for computer technology to help governmental organizations not only to
gather information, but to control the lives of an entire population. The smartphones we carry
with us, for example, provide information about not only our conversations, but our past
movements and current location. Does anyone think governments are not able to monitor and
utilize such information? Does anyone doubt that what becomes technologically possible will
become politically irresistible?
Use a search engine to find a three-minute 2012 audio program called ―Technological
Innovations Help Dictators See All.‖ Are we talking about governments somewhere else in the
world? Yes. But the danger is closer to home than many students may realize. Refer the class to
page 176 of this chapter where people will see a photograph of the new National Security
Administration (NSA) information storage facility in Utah.
Research for a Cutting-Edge Classroom
For each chapter of the text, I am happy to share a short, Power-Point based presentation
informed by very recent research. These presentations deal with highly current and typically
controversial issues that are in the news and are part of the country‘s political dialogue. Each
presentation provides a clear statement of the issue, several slides that present recent research
findings from Pew, Gallup, or other research organization, notes that help instructors develop the
importance of the data, and questions for class discussion.
To access these PowerPoint presentations from REVEL, after creating a course with either
Sociology 16/e or Society: The Basics 14/e, enter the course and hover over the left-hand
navigation menu. The PowerPoints (as well as the Test Item File, Instructor's Manual, and other
resources) can be found in the "Resources" tab.

From outside of REVEL, please go to www.pearsonhigerhed.com and navigate / search

for Sociology 16e or Society: The Basics 14e. The PowerPoints can be found under the
―Resources‖ tab.
In this chapter, the cutting-edge classroom presentation explores ways in which today‘s
workplace is unfriendly to family life, an issue that affects both men and women.
Using the ASA Journal Teaching Sociology in Your Classroom
One dimension of any discussion of groups and organizations that has special relevance to the
college classroom is how small groups function. Lauren Dundes has provided a vehicle for
introducing students to small group settings and for developing students‘ critical thinking
abilities (―Small Group Debates: Fostering Critical Thinking in Oral Presentations with Maximal
Class Involvement,‖ Teaching Sociology, 29, April 2001, pp. 237–243). Dundes presents a
technique that can be applied to any class in which there are controversies to debate and enough
persons to observe and evaluate at a ratio of one supervisor per thirty or fewer students. In the
article, Dundes provides a detailed description of how you may organize debates between small
groups of students in your classroom.
Supplementary Lecture Material

Computers and the Threat to Privacy
It‘s hardly news any longer: we live in the so-called Information Age. Information, virtually all of
it stored in computer databases, is the lifeblood of the public and private bureaucracies that
dominate postindustrial society. The quest for ever-greater levels of efficiency has led to a
scramble to obtain more and more information about individual citizens and consumers.
Yet, while many people express concerns about the loss of their privacy, most of us are
willing accomplices. Do you use a bank card at ATM machines? Do you shop by mail order or
visit commercial websites? Do you browse websites on the Internet? If so, you are being tracked,
and most of us realize it. Yet, we are unwilling to change our habits. Why? Because, perhaps
when it comes right down to it, we value convenience over privacy.
Here are just a few examples of how by doing very simple, everyday things you inadvertently
leave electronic footprints, and how those might be used by others:
 At work, you send an e-mail saying unflattering things about your boss. Your company (as do
many corporations) routinely reviews e-mails, so your boss reads yours. You are dismissed.
You file a suit, but lose. The prospective employer at the next job you apply for uses an
Internet investigation service to check records and your lawsuit is discovered. What do you
think your chances are of being employed by that firm?
 You have allergies and call an 800 number to check pollen count in your area. Your number
is recorded by caller ID, and you are put on a list of allergy sufferers. The list is sold to a drug
company. Next thing you know, you are sent a coupon for that company‘s allergy medication.

 You are eating out, and order a burger with fries. At the restaurant, your order is entered into
a computer. You pay by credit card. The restaurant then checks your credit rating and sends
you a discount offer for your next visit. Unfortunately, the restaurant goes bankrupt, and its
list of burger and fries lovers goes on the information market.
Those are just a few examples, some innocuous sounding, some not. But what about direct
abuses?
Here are a few examples:
 Some years ago, a convicted child rapist who worked at a Boston hospital went through 1000
computerized records seeking potential victims. He was caught when the father of a nine-
year-old girl traced his call back to the hospital using caller ID.
 A banker who was also working for Maryland‘s state health commission accessed a list of
known cancer patients and identified the names of his bank‘s customers who were ill. The
bank revoked the loans of those people.
 A large company that sells baked goods planned to work together with a healthcare company
to analyze employee health records and work performance reports to identify workers who
might benefit from antidepressants sold by the healthcare company.
Unusual? No. An increasing share of companies check health information before hiring someone.
But what about the government gathering information about you? The FBI has a database on the
millions of people who have ever been arrested, even if they were not convicted. Government
abuses are currently regulated by the Privacy Act of 1974, but many feel that this law needs to be
updated to keep pace with technological innovation. Harvard law professor Lawrence Tribe
supports an amendment to the Constitution ensuring that the Bill of Rights will not be
endangered by developing communication and computer technologies.
Critics who wonder whether such safeguards are really necessary need only look to the
Orwellian steps now being taken by the Thai government. By 2006, information on 65 million
Thais was stored in a single, integrated computer network and each citizen over age of fifteen is
required to carry a photo ID with an identification number. This card allows the government to
obtain the citizen‘s fingerprints, height, home address, parents‘ and children‘s names, marital
status, education, occupation, income, nationality, religion, and, potentially, criminal records.
In spite of resistance to these pools of private information, the means of accessing some basic
data about individuals seems to be growing easier. Through search engines on the Internet‘s
World Wide Web such as Google and Yahoo!, anyone with Internet access can enter an
individual‘s name to look for his or her phone number, residential address, email address, and in
some cases, a map showing where in a city that person lives. Once that far, anyone can find out
what that person does for a living, the names and ages of a spouse and children, the kind of car
that person drives, the value of the person‘s house, and the taxes paid on it.
Kevin Kelly, executive editor of Wired magazine, points out that privacy also did not exist in
the traditional village or small town. The difference back then was that people knew about each
other, creating a kind of symmetry of knowledge. That‘s what has changed. Today‘s technology
allows more organizations to gather more information about us without our knowledge—and
without our knowing how, why, or by whom this information may be used.

Discussion Questions:
1. What sorts of personal information should be kept private? Is it even possible today to keep
information private?
2. Is the loss of privacy a result of technology that cannot be regulated? Or do you think that
new laws and regulations can protect the interests of citizens and customers?
Supplemental Lecture Material

The Female Advantage
As the textbook notes, women are still underrepresented as managers of businesses, yet some
people, such as Sally Helgesen see women as the business leaders of the future. Why? Because
their style of management is more democratic and flexible, and therefore able to adjust more
easily to the fast-changing, dynamic business environment, or thrive in a company where
educated young professionals expect to be treated as individuals.
In a recent article summing up their book, Megatrends for Women, Patricia Aburdene and
John Naisbitt describe women leaders as having these strengths relative to men:
 Women encourage more participation.
 Women share more power and information.
 Women more effectively enhance other people‘s self-worth.
 Women get workers more excited about their work.
 While these qualities all sound ―nice,‖ the authors warn that this would be an
oversimplification. ―Caring about people and supporting them always must be balanced with
objectivity. . . . Anyone who thinks ‗supporting people‘ and being ‗nice‘ alone cut it in the
business world is in need of a serious reality check.‖ (p. 46)
 One thing that helps women, according to Judith Hall, a psychology professor at Northeastern
University, is that women traditionally are better at interpreting body language and other
nonverbal cues. They also are able to tolerate ambiguity and to juggle many things at once.
 Men, however, who see job performance ―as a series of transactions−rewards for services
rendered or punishment for inadequate performance,‖ (Ibid) might misinterpret women‘s
management style. A female manager‘s willingness to empower employees by asking them
for help, might, for example, look like ignorance, and as though she truly does not know what
she is doing. Also, other employees might feel freer to criticize a woman, or to challenge her
authority.
Source:
Aburdene, Patricia and John Naisbitt. Megatrends for Women. New York: Villard Books, 1992.
Discussion Questions
1. Characterize women‘s management style according to the two leadership roles and three
leadership styles discussed in the text. Do you agree with the claim that the two sexes have
distinct leadership styles?

2. How do more creative jobs differ from more routine jobs in terms of the type of leadership
that works best?
Essay Topics
1. Define and distinguish primary groups and secondary groups. Provide examples of primary
and secondary groups to which you have belonged.
2. Identify and describe three leadership styles. Provide an example of each.
3. The Asch and Milgram experiments discussed in this chapter were conducted on groups of
subjects who had not met before the experimental session. Do you think that groups of people
who already knew each other would demonstrate more or less conformity if put in these
experimental situations? Discuss.
4. Assess the Milgram experiment in terms of the discussion of research ethics in Chapter 2 (pp.
39–40).
5. Identify several of the reference groups that are important to you. Why did you choose them?
6. Provides examples of each of Etzioni‘s three types of formal organizations. How can one
organization be an example of one type to one person and a different type to a different
person?
7. Identify several problems with bureaucratic organization. Overall, do you think that
bureaucracy is efficient or not? Is it a positive element of modern society or not? Why?
8. Do you think modern organizations are becoming ―smarter‖ in terms of developing the
imagination and creativity of workers? Or do most of today jobs seem more like the routine
factory work we link to the early industrial era? Explain.

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Notwithstanding the difficulty of the ground, the allied troops
continued to advance in admirable order. Other movements took
place, the result of which terminated in a complete victory. King
Joseph, whose carriage and court equipage were seized, had barely
time to escape on horseback. The defeat was the most complete
that the French had sustained in the Peninsula.
The Marquis of Wellington, in his despatch, stated that “Major-
General the Honorable Charles Colville’s brigade of the third division
was seriously attacked in its advance by a very superior force well
formed, which it drove in, supported by General Inglis’s brigade of
the seventh division, commanded by Colonel Grant, of the Eighty-
second. These officers and the troops under their command
distinguished themselves.”
In this conflict the Eighty-seventh, under Lieut.-Colonel Gough,
had the honor of taking the bâton of Marshal Jourdan. The
circumstance was thus alluded to upon the Marquis of Wellington
being appointed a Field Marshal. In a most flattering letter, the Prince
Regent, in the name and behalf of His Majesty, thus conferred the
honor:—“ You have sent me among the trophies of your unrivalled
fame the staff of a French Marshal, and I send you in return that of
England.”
The Eighty-seventh had one ensign, four serjeants, and eighty-
three rank and file killed; three captains, four lieutenants, two
ensigns, seven serjeants, two drummers, and one hundred and forty-
eight rank and file wounded, making a total of two hundred and fifty-
four. The strength of the battalion in the field was six hundred and
thirty-seven.
Killed.
Ensign— Walter O’Grady.
Wounded.
Captain— Frederick Vandeleur, }
died of their wounds.
” James O’Brien, }
” James King.
Lieutenant—Philip Higginson.
” William Mountgarrett.
” Thomas Dowling.
” Wright Knox.
Ensign— John Stafford.
” Hilliard.
The royal authority was subsequently granted for the word

“Vittoria” to be borne on the regimental colour and appointments of
the Eighty-seventh, in commemoration of the gallantry of the
second battalion in this battle.
Volunteer O’Grady, and Serjeant-Major Wallace, were promoted
for their good conduct; and Lieutenant and Adjutant Moore had two
horses shot under him in this battle.
The army pursued the French, who, after throwing in
reinforcements into the fortress of Pampeluna, continued their
retreat. Being reinforced, and Marshal Soult, who had been selected
by Napoleon for the command of the French army in Spain, with the
rank of “Lieutenant of the Emperor,” having arrived, they forced the
British to retire on a position in the Spanish range of the Pyrenees;
when the brigade, in which the Eighty-seventh was placed, held
the right of the position from the 27th of July to the 1st of August,
during which the enemy twice made demonstrations of attack. The
French being defeated on the 1st of August, retreated and took up
and fortified a position in their own territories; the British pursued
through the famous pass of Roncesvalles, and on the 8th of August
1813, first came in view of France, and entered its territories on the
10th of November, having during the intermediate period being
engaged in skirmishes, in which a few were killed and wounded.
On the 10th of November the British troops were engaged at the
Nivelle, from five o’clock in the morning until dark, meeting with a
most obstinate resistance in an entrenched camp. The gallantry of
the allies, however, drove the French to Saint Jean de Luz. The
Eighty-seventh on this occasion called forth from Major-General
the Honorable Charles Colville, who commanded the division, and
Colonel John Keane (afterwards Lieut.-General Lord Keane), who
commanded the brigade, the most animated praises. One ensign, six
serjeants, one drummer, and sixty-eight rank and file, were killed;
one lieut.-colonel, four lieutenants, eleven serjeants, one drummer,
and one hundred and twenty-three rank and file, wounded. Total, two
hundred and sixteen. The strength of the battalion in the field was
three hundred and eighty-six.
Killed.
Ensign— Hilliard.
Wounded.
Brevet Lieut.-Colonel—Hugh Gough.
Lieutenant— John Kelly, leg amputated.
” Joseph Leslie.
” James Kenelly.
Ensign— Henry Bailey.
The word “Nivelle,” borne on the regimental colour and

appointments, by royal authority, is commemorative of the gallantry
of the second battalion of the Eighty-seventh on this occasion.
During the remaining part of the year, the regiment was frequently
engaged with the enemy in skirmishes.
Private Robert Smith, of the Grenadiers, was, at the request of Sir
Charles Colville, promoted to be serjeant for his gallantry.
Volunteers Bourne and Bagenall, who were attached to the light
company, were both severely wounded, and promoted to be ensigns
for their gallant conduct. Serjeant Prideaux, of the light company,
also distinguished himself.
1814
.
In 1814 the army, strengthened by recruits and recovered men,

continued its march into France, and on the 24th of February arrived
at Salvatira.
The light company was engaged with those of the brigade, when a
much superior force of the enemy attacked them; the light
companies were in consequence recalled, and the brigade brought
down to cover their retreat. On this occasion two rank and file were
killed; Lieutenants Joseph Barry and William Wolsley Lanphier, with
nine rank and file, wounded; and Lieutenant George Jackson taken
prisoner.
On the 25th of February the regiment crossed the ford, attacked
the French at Orthes on the 27th, and drove them from their
entrenchments with immense loss. In this action the second battalion
of the Eighty-seventh regiment drew from the general officers in
command the greatest praises for its bravery. It had one lieutenant,
five serjeants, and eighty-seven rank and file killed; one major, four
lieutenants, eight serjeants, and one hundred and fifty-eight rank and
file wounded: total, two hundred and sixty-four. The strength in the
field was five hundred and fifty-one.
Killed.
Lieutenant— James Fitz Gerald.
Wounded.
Major—Frederick Desbarres.
Lieutenant— William Mountgarrett.
” James Thompson.
” Grady.
” William Maginnis.
In commemoration of this battle, the Eighty-seventh received the

royal authority to bear the word “Orthes” on the regimental colour
and appointments.
In an affair which took place on the 19th of March at Vic Bigorre,
three rank and file were killed, and two lieutenants and twelve rank
and file wounded: total, seventeen. The strength of the battalion was
five hundred and seventy.
Wounded.
Lieutenant—William Dunlevie.
Lieut. and Adjt.—James T. Moore.
Having continued the pursuit of the enemy and crossed the river
Garonne, four leagues below Toulouse, on the 5th of April, and
attacked the French on the 10th of the same month at Toulouse on
the left of the town, the redoubts were taken and retaken several
times during the day. The enemy retreated at night, having suffered
great loss; that of the Eighty-seventh was one brevet-major, four
serjeants, one drummer, and twenty-two rank and file killed; one
lieutenant, one ensign, six serjeants, and sixty-four rank and file
wounded: total, one hundred. Its strength in the field was four
hundred and sixty-four.
Killed.
Brevet-Major—Henry Bright.
Wounded.
Lieutenant—William Wolsley Lanphier.
Ensign—Abraham F. Royse.
Patrick Connors never went into action without attracting the

notice of his officers. On this occasion he particularly distinguished
himself, and was promoted to the rank of serjeant, which situation he
retained until his death.
Serjeant Carr, who was wounded at Tarifa, and served with credit
in every action with the battalion, distinguished himself; likewise
Serjeants Rideaux and Irwin. Lieutenant and Adjutant Moore had a
horse shot under him. Private Thomas Byrne was also badly
wounded, but recovered, and was promoted.
The royal authority was afterwards granted for the Eighty-
seventh to bear the word “Toulouse” on the regimental colour and
appointments, in commemoration of the second battalion having
shared in this battle.
During the night of the 11th of April the French troops evacuated
Toulouse, and a white flag was hoisted. On the following day the
Marquis of Wellington entered the city amidst the acclamations of the
inhabitants. In the course of the afternoon of the 12th of April
intelligence was received of the abdication of Napoleon; and had not
the express been delayed on the journey by the French police, the
sacrifice of many valuable lives would have been prevented.
A disbelief in the truth of this intelligence occasioned much
unnecessary bloodshed at Bayonne, the garrison of which made a
desperate sortie on the 14th of April, and Lieut.-General Sir John
Hope (afterwards Earl of Hopetoun) was taken prisoner, Major-
General Andrew Hay was killed, and Major-General Stopford was
wounded. This was the last action of the Peninsular war.
A Treaty of Peace was established between Great Britain and
France; Louis XVIII. was restored to the throne of his ancestors, and
Napoleon Bonaparte was permitted to reside at Elba, the sovereignty
of that island having been conceded to him by the allied powers.
Prior to the breaking up of the Peninsular army, the Duke of
Wellington issued the following general order:
“Bordeaux, 14th June 1814.

“General Order.
“The Commander of the Forces, being upon the point of
returning to England, again takes this opportunity of
congratulating the army upon the recent events which have
restored peace to their country and to the world.
“The share which the British army have had in producing
those events, and the high character with which the army will
quit this country, must be equally satisfactory to every
individual belonging to it, as they are to the Commander of the
Forces, and he trusts that the troops will continue the same
good conduct to the last.
“The Commander of the Forces once more requests the
army to accept his thanks.
“Although circumstances may alter the relations in which he
has stood towards them for some years so much to his
satisfaction, he assures them he will never cease to feel the
warmest interest in their welfare and honor, and that he will be
at all times happy to be of any service to those to whose
conduct, discipline, and gallantry their country is so much
indebted.”
In addition to the other distinctions acquired during the war in the
Peninsula and the south of France, the Eighty-seventh received
the royal authority to bear the word “Peninsula” on the regimental
colour and appointments.
The war being ended, the battalion marched from Toulouse to
Blanchfort, and embarked at Pouillac on the 7th of July, and arrived
at Cork on the 20th of that month.
After being inspected, on landing at Cork, by the General
commanding the district, the battalion was marched to Mallow to
relieve the Twentieth regiment. It subsequently marched to the city of
Limerick, and was stationed there for a few days, when orders were
received for it to proceed to Middleton, in the county of Cork, to await
the arrival of transports.
The battalion embarked at the Cove of Cork on the 23rd of August,
and landed at Portsmouth, after a protracted voyage, on the 14th of
September. On the day of disembarkation it proceeded en route to
Horsham, where the depôt of the regiment was stationed. After a
stay of some days at Horsham, it marched to Plymouth for garrison
duty, where it remained until December, having taken its tour of a
month’s duty over the American prisoners of war at Dartmoor.
On the 6th of December 1814 the battalion embarked for
Guernsey, of which island General Sir John Doyle, Bart., the Colonel
of the regiment, was Governor, and where it arrived on the 8th of that
month.
1816
.
The battalion continued on duty at Guernsey until the 2nd of April

1816, when it embarked for Portsmouth, from whence it marched to
Colchester in September following.
1817
.
On the 25th of January 1817, in pursuance of measures being

taken for the reduction of the army, orders were received for the
disbandment of the second battalion of the Eighty-seventh
regiment, on which occasion Lieut.-Colonel Sir Hugh Gough issued
the following orders:—
“Colchester Barracks, 24th January, 1817.

“Regimental Orders.
“It is with the most painful feeling of regret Lieut.-Colonel Sir
Hugh Gough is necessitated to announce to the second
battalion, Prince’s Own Irish, that their services as a corps are
no longer required, in consequence of the military
arrangements it has been found necessary to adopt.
“In making this distressing though necessary communication,
and in taking leave of those brave officers and men, at whose
head it has been Sir Hugh Gough’s good fortune so long to
have been placed, he feels himself on this occasion called
upon to recapitulate the leading ones of so many brilliant
achievements performed by his gallant comrades now about to
separate. The recollection of such scenes must be a source of
gratification to all, whether called on to serve their country in
India, or to retire to their families and native land. To their
Commanding Officer it ever has and ever will be, a source of
heartfelt exultation. By their country and by their illustrious
master, their services have been duly appreciated, and nobly
rewarded by that designation, and by those badges so peculiar,
so honorable, and so gratifying.
“The Eighty-seventh had the good fortune to serve under
the first General of the age, throughout the greater part of the
Peninsular war, and longer than most corps in the service. At
the battle of Talavera on the 27th of July, 1809 (when the
battalion first encountered the enemy), they had to sustain
unsupported the repeated attacks of the advance corps, and
did not retire until both flanks were turned, the battalion nearly
surrounded by an infinitely superior force, and two-thirds of the
officers and men either killed or wounded. The movement of
the regiment to the rear, and its formation on the other corps of
the division, was a counterpart of their conduct, in having
instantly recovered, on the first attack of the enemy, a
temporary confusion which was occasioned by the fire of a
British regiment into the rear of the battalion, the thickness of
the wood having made it impossible for that distinguished corps
to have perceived the new position which the Eighty-seventh
had taken up.
“On this memorable occasion the charge of the two centre
companies did them and their officers the greatest honor. The
gallantry of the whole was conspicuous, and obtained the
personal thanks of the brave officer who commanded the
division[16], and who unfortunately fell on the following day, and
also the repeated thanks of the officer commanding the
brigade.
“At the brilliant action of Barrosa the conduct of the Eighty-
seventh in taking up the first position under a most destructive
fire from the enemy’s artillery, and a column three times its
numbers, when it formed with the precision of parade
movements, gave a happy omen of the issue of the day. The
advance of the battalion in line, its volley into the two battalions
of the eighth, and its charge on that corps, called for and
received the proudest meed of gallantry, the enthusiastic
approbation of such an officer as Sir Thomas Graham.
“This charge was rewarded by the wreathed eagle of the
eighth French regiment, and a howitzer: it led in a great
measure to the total discomfiture of the right column under
General Laval, and nearly annihilated two battalions of one of
the finest regiments in the French army: of one thousand six
hundred men, which they brought into the field, only three
hundred and fifty returned to Chiclana. The ready formation of
the right wing from amidst the ranks of the retreating enemy,
and their charge on the fifty-fourth French regiment, which at
this moment attacked the right of the Eighty-seventh, was
rewarded by the marked approbation of their esteemed chief.
The ultimate advance of the battalion on the enemy’s guns was
equally praiseworthy.
“At Tarifa, a species of service new to the British army called
for a renewal of that steady gallantry which marked the conduct
of the Eighty-seventh at Barrosa. The immense superiority, in
number, of the enemy, added enthusiasm to discipline: the cool
intrepidity, the strict observance of orders, the exulting cheer
when the enemy’s columns pressed forward to the attack,
proved the feelings which influenced the defenders of the
breach of Tarifa, and was as honorable to them as soldiers, as
their humane conduct to the wounded (when the enemy fled)
was to their characters as men.
“The persevering attention to their duty on the walls, in
conjunction with their brave comrades, the second battalion of
the Forty-seventh, exposed to the continued fire of an enemy
ten times the number of the garrison, and to the most
dreadfully inclement weather, led to the ultimate abandonment
of the siege, and was rewarded by the approbation of their
General, their Prince, and their Country.
“The battle of Vittoria renewed the claim the Eighty-seventh
had to a place in the third division, and under its lamented
leader[17] the battalion acquired fresh laurels. The charge of
the Prince’s Own on the hill crowned with the enemy’s artillery,
and covered with a strong column, called forth the marked
approbation of Major-General the Honorable Charles Colville,
as did the pursuit of that column, though flanked by a corps
greatly superior in numbers. The cool steadiness with which
they preserved their second position, under the fire and within
a short range of a large portion of the enemy’s field artillery,
although the battalion at this time had lost upwards of half the
number it took into the field, showed the steady perseverance
in bravery and discipline which ever marked the glorious career
of the corps.
“The attack on the fortified hill at the action of the Nivelle,
and the gallantry which rendered the conduct of the battalion
so conspicuous in the subsequent attacks on that day, called
for those animated expressions from Major-General the
Honorable Charles Colville and Colonel John Keane, who
commanded the division and brigade, ‘Gallant Eighty-
seventh!’ ‘Noble Eighty-seventh!’ and deservedly were those
titles bestowed.
“The actions of Orthes and Toulouse were also most glorious
to the character of the corps, and its conduct was rewarded by
the repeated thanks of the Generals commanding.
“Since the return of the Eighty-seventh from service, they
have shown, that to gallantry in the field, they add the most
essential requisite in a soldier, orderly and correct conduct in
garrison, which has acquired for them the approbation of every
general officer under whom they have served, and the good
wishes and esteem of the inhabitants with whom they have
been placed.
“While the foregoing detail will be most gratifying to the
gallant men who have survived, the recital must also be
consoling to the families of those who fell. The Prince’s Own
Irish bled prodigally and nobly; they have sealed their duty to
their King and country by the sacrifice of nearly two thousand
of their comrades. But, while Lieut.-Colonel Sir Hugh Gough
feels an honest pride in recounting these achievements, he
wishes to caution his brother soldiers from assuming any
exclusive right to pre-eminence over their gallant comrades;
the Army of the Peninsula nobly did their duty, and repeatedly
received the thanks of their Prince and their country.
“In parting with the remains of that corps in which Sir Hugh
Gough has served twenty-two years, at the head of which, and
by whose valour and discipline, he has obtained those marks of
distinction with which he has been honored by his Royal
Master, he cannot too emphatically express the most heartfelt
acknowledgments and his deep regret.
“From all classes of his officers he has uniformly experienced
the most cordial and ready support. Their conduct in the field,
while it called for the entire approbation of their Commanding
Officer, acquired for them the best stay to military enterprise
and military renown, the confidence of their men, and led to the
accomplishment of their wishes, the Approbation of their
Prince, the Honor of their country, and the Character of their
Corps. Every non-commissioned officer and man is equally
entitled to the thanks of his Commanding Officer. To all he feels
greatly indebted, and he begs to assure all, that their prosperity
as individuals, or as a corps, will ever be the first wish of his
heart, and to promote which he will consider no sacrifice or
exertion too great.”
The second battalion was disbanded at Colchester on the 1st of

February 1817, having transferred to the first battalion three hundred
and thirty effective men, most of whom were embarked in the same
month, to join the first battalion in the Bengal Presidency.
1817.
EIGHTY-SEVENTH REGIMENT
Madeley lith. 3 Wellington St. Strand
For Cannon’s Military Records
FOOTNOTES:
[10] A memoir of Lieut.-General Sir Charles William Doyle, C.B.,

is inserted in the Appendix, page 92.
[11] Lieut.-General Sir William Napier’s History of the Peninsular
War.
[12] The following corps were employed in the battle of Barrosa
on the 5th of March 1811, viz.—
2nd Hussars, King’s German 47th Foot, 2nd batt. (flank
Legion. comp.)
Royal Artillery. 67th Foot, 2nd batt.
82nd Foot, 2nd batt. (flank
Royal Engineers.
comp.)
1st Foot Guards, 2nd batt. 87th Foot, 2nd batt.
Coldstream Guards, 2nd batt. { 2nd batt.
Rifle Brigade
3rd Foot Guards, 2nd batt. { 3rd batt.
9th Foot, 1st batt. (flank
20th Portuguese Regiment.
companies.)
28th Foot, 1st batt. Royal Staff Corps, 1 comp.
[13] In the midst of the engagement, Serjeant Patrick Masterson
seized and kept possession of the Eagle of the eighth French
regiment of light infantry (which was the first taken in action since
the commencement of the Peninsular war), and for which His
Royal Highness the Prince Regent promoted the serjeant to an
ensigncy in the Royal York Light Infantry Volunteers; he was
subsequently removed to the Eighty-seventh regiment.
Volunteer de Courcy Ireland, and Serjeant-Major McKeldon, were
also promoted to be ensigns for their conduct in this action.
[14] In a letter, dated the 21st of January 1812, from General
Viscount Wellington, K.B., to the Earl of Liverpool, Secretary of
State, appeared the following tribute from that illustrious
commander to the conduct of the troops at Tarifa:—“I cannot
refrain from expressing my admiration of the conduct of Colonel
Skerrett, and the brave troops under his command, nor from
recommending them to the protection of your Lordship.”
[15] History of the War in the Peninsular and in the South of
France, by Lieut.-General Sir William Napier, K.C.B.
[16] Major-General John Randoll McKenzie, who fell at Talavera
on the 28th of July 1809.
[17] Lieut.-General Sir Thomas Picton, G.C.B., who was killed at
Waterloo on the 18th of June 1815.
SUCCESSION OF COLONELS
OF
THE EIGHTY-SEVENTH REGIMENT,

OR
THE ROYAL IRISH FUSILIERS.
Sir John Doyle, Bart., G.C.B. and K.C.

Appointed 3rd May 1796.
This officer was descended from an ancient Irish family, and was
born at Dublin in the year 1756. He was at first intended for the law,
which, on the death of his father, he relinquished for the military
profession, and was appointed Ensign in the Forty-eighth regiment
on the 21st of March 1771, in which he was promoted to the rank of
Lieutenant on the 17th of September 1773, and was wounded while
on duty in Ireland. Lieutenant Doyle exchanged to the Fortieth
regiment on the 1st of March 1775, and embarked with that corps for
North America in the same year. During the War of Independence in
that country he served with his regiment in the descent on Long
Island in August 1776, and was present at the actions of Brooklyn,
White Plains (28th of October), Fort Washington, Haerlem Creek,
Springfield, and Iron Hills. In the action at Brooklyn, on the 27th of
August, Lieutenant Doyle was brought into notice by conduct which
combined the best feelings with the most animated courage. He was
Adjutant of the Fortieth, commanded by Lieut.-Colonel Grant, who
was regarded as a father by the younger portion of the corps. The
Lieut.-Colonel was desperately wounded early in the action, which
becoming very hot where he lay, Lieutenant Doyle, fearing he might
be trampled to death, rushed with a few followers into the midst of
the enemy, and dragged away the body of his friend; but it was too
late, for he had expired. This act made a strong impression on all
who witnessed it, and produced a handsome compliment from the
Commander-in-Chief, General the Honorable Sir William Howe.
Lieutenant Doyle was present at the action of Brandywine, fought
on the 11th of September 1777, which was followed by the capture
of Philadelphia. He shared in the surprise of General Wayne’s corps
during the night of the 20th of September, and was again wounded
at the battle of Germantown on the 4th of October. In the latter the
Fortieth regiment highly distinguished itself by the defence of Chew’s
Stone House, which was occupied under the following
circumstances:—About three weeks after the affair of Brandywine,
when the American troops were supposed to be totally dispersed,
General Washington made a movement with the intention of
surprising the British at Germantown. The advanced post of the
British army was occupied by a battalion of light infantry and the
Fortieth regiment, then commanded by Lieut.-Colonel Musgrove.
These troops were attacked about daybreak on the 4th of October by
the main body of the American army, commanded by General
Washington in person. After a very spirited defence they were
obliged to give way to numbers, and to retire towards Germantown.
In this retreat Colonel Musgrove took possession of a large stone
house, with such of the regiment as were nearest to it. This small
body, not exceeding five officers and about one hundred and fifty
men, stopped the progress of the enemy’s whole column, consisting
of five thousand men, for a considerable time, notwithstanding
cannon being brought to bear upon the house. This gallant defence
was highly instrumental in saving the British army. In this affair
Lieutenant Doyle and two officers were wounded. For this service
the detachment was honored with His Majesty’s particular thanks.
In the spring of 1778, General the Honorable Sir William Howe,
K.B., returned to England, and the command of the army in North
America devolved on General Sir Henry Clinton, K.B. The next
action in which Lieutenant Doyle shared was that at Monmouth
Court-House on the 28th of June 1778, and on the 24th of October
following he was promoted to a company in the corps raised by Lord
Rawdon (afterwards Marquis of Hastings), which was at first named
the “Volunteers of Ireland,” but which was subsequently numbered
the One hundred and fifth regiment. Shortly after General Sir Henry
Clinton assumed the chief command, it was deemed a measure of
policy to withdraw from the ranks of the enemy the natives of
Scotland and Ireland. Two regiments were raised by distinguished
noblemen of these countries; one was designated the “Caledonian
Volunteers,” and the other the “Volunteers of Ireland.” The former
was given to Lord Cathcart, and the latter to Lord Rawdon, then
Adjutant-General in America. The officers were chosen from the line,
and Lieutenant Doyle obtained a company as above stated.
In the celebrated retreat through the Jerseys, Captain Doyle acted
as Major of Brigade. During the winter of 1779 his regiment was
ordered to South Carolina, under the command of Lord Rawdon,
where he assisted at the siege of Charleston. After the fall of this
place in May 1780, Captain Doyle accompanied Lieut.-General the
Earl Cornwallis up the country, by whom he was appointed Major of
Brigade, and was honorably mentioned in his Lordship’s despatch
relative to the action at Camden, which was fought on the 16th of
August 1780.
Upon Lord Cornwallis quitting the province of South Carolina,
Captain Doyle served in the same capacity to Colonel Lord Rawdon,
who succeeded to the command of this portion of the troops, and
soon had another opportunity of distinguishing himself. General
Green, having contrived after the battle of Guildford, on the 15th of
March 1781, to turn Lord Cornwallis’s left, by a rapid movement
penetrated the upper parts of South Carolina, and presented himself
before the village of Camden, where Lord Rawdon commanded a
small detachment, not exceeding nine hundred men, while the
enemy’s force consisted of three thousand regulars, a fine corps of
cavalry, and a numerous body of militia, strongly posted on the
heights above the village in which the British were quartered. His
Lordship seeing the difficulty of a retreat, boldly determined to
advance against the enemy. Accordingly on the 25th of April 1781,
he chose the hour of mid-day to make his attempt, when least
expected, his march being concealed by a circuitous route through
thick woods. This sudden and rapid manœuvre enabled his Lordship
to reach Hobkirk Hill before General Green became aware of the
movement, and the British gained a complete victory. The exertions
of Brigade-Major Doyle on this well-fought field were alluded to in
highly honorable terms in his Lordship’s despatch. Having raised the
siege of Ninety-six, Lord Rawdon returned to England on account of
ill health, when the Brigade-Major prepared to join the Earl
Cornwallis in Virginia; but in consequence of the effects of the action
at Ewtaw Springs on the 8th of September 1781, he was requested,
from his knowledge of the country, to remain in the province to fill a
more prominent situation. He subsequently acted as Adjutant-
General and Public Secretary to Colonel Paston Gould; and on that
officer’s decease in the following year, he was honored with the
same confidence by his successors, Major-General James Stuart
and Lieut.-General the Honorable Alexander Leslie.
Captain Doyle was promoted on the 21st of March 1782 to the
rank of Major in the “Volunteers of Ireland,” which corps at this period
was numbered the One hundred and fifth regiment. Major Doyle
formed a corps of light cavalry from amongst the backwoodsmen,
with which he rendered essential service to the army, and was again
severely wounded. In the expedition against General Marion he
charged the State regiment of Carolina dragoons with his advanced
corps of seventy horse, the killed, wounded, and prisoners of the
enemy exceeding his whole force. The American War shortly
afterwards terminated, and the One hundred and fifth regiment was
ordered to Ireland, when Major Doyle was entrusted with public
despatches to the ministers.
Peace having now taken place, Major Doyle entered upon a new
scene of action, and was returned member for Mullingar in the Irish
parliament of 1782, when his exertions were devoted to the
improvement of the establishment in Ireland, similar to Chelsea
Hospital, for the relief of disabled and worn-out soldiers. The One
hundred and fifth regiment was disbanded in 1784, and Major Doyle
remained on half-pay from the 25th of June of that year until the war
of the French Revolution in 1793, when he offered to raise a
regiment of his countrymen for the service of Government; and his
Royal Patron honored the corps with the appellation of “The Prince
of Wales’s Irish Regiment,” and it was numbered the Eighty-
seventh, of which Major Doyle was appointed Lieut.-Colonel
Commandant on the 18th of September 1793, and with which he
proceeded in the following year to the Continent, with the force
commanded by Major-General the Earl of Moira, under whom (as
Lord Rawdon) he had served in America.
Lieut.-Colonel Doyle served during the campaign of 1794 under
His Royal Highness the Duke of York, and repulsed an attack of the
enemy at Alost, on the 15th of July of that year, after having been
twice severely wounded, being the first individual of the regiment
who was wounded. His conduct was honorably noticed in His Royal
Highness’s despatch. Lieut.-Colonel Doyle next proceeded to
Antwerp, and ultimately to England for the recovery of his wounds,
when he was afterwards appointed Secretary-at-War in Ireland.
In consequence of the reduction of the Prince of Wales’s
household, Lieut.-Colonel Doyle lost the appointment of Secretary to
His Royal Highness; but, notwithstanding this decrease of income,
he closed his political career by a mark of generosity worthy of being
recorded. His regiment being still prisoners in France, under the
circumstances narrated at page 6., he collected their wives and
families, and distributed five hundred pounds amongst them.
On the 3rd of May 1796, Lieut.-Colonel Doyle was promoted to be
Colonel of the Eighty-seventh regiment, and proceeded in the
command of a secret expedition to Holland, with the rank of
Brigadier-General; but contrary winds, violent gales, and
unavoidable delays, rendered the expedition fruitless, its object
being to surprise and destroy the Dutch fleet in the Helder.
In 1797 Colonel Doyle was appointed a Brigadier-General upon
the staff, and was ordered to Gibraltar, where he remained until the
expedition was determined on for Malta and Egypt, when, having
volunteered his services, he was placed on the staff under General
Sir Ralph Abercromby, whom he accompanied to Minorca, Malta,
and Cadiz, and was selected as one of his brigadier-generals upon

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Author’s Note for Chapter 7

Chapter 7 can be tagged as ―middle-level‖ in focus, between the micro-orientation of Chapter 6

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Additional Content in REVEL

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Interactive Comparison Maps—These interactive graphics allows students to manipulate social

 7.1: Explain the importance of various types of groups to social life.

Detailed Chapter Outline

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E. An in-group is a social group commanding a member’s esteem and loyalty; an out-

II. Formal Organizations.

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III. The Evolution of Formal Organizations

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IV. The Future of Organizations: Opposing Trends

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John’s Chapter Close-Up: The Paintings of George Tooker

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John’s Personal Audio Selection

Research for a Cutting-Edge Classroom

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From outside of REVEL, please go to www.pearsonhigerhed.com and navigate / search

Using the ASA Journal Teaching Sociology in Your Classroom

Supplementary Lecture Material

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Here are a few examples:

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Supplemental Lecture Material

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2. Identify and describe three leadership styles. Provide an example of each.

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The royal authority was subsequently granted for the word

The word “Nivelle,” borne on the regimental colour and

In 1814 the army, strengthened by recruits and recovered men,

In commemoration of this battle, the Eighty-seventh received the

Patrick Connors never went into action without attracting the

“Bordeaux, 14th June 1814.

The battalion continued on duty at Guernsey until the 2nd of April

On the 25th of January 1817, in pursuance of measures being

“Colchester Barracks, 24th January, 1817.

The second battalion was disbanded at Colchester on the 1st of

[10] A memoir of Lieut.-General Sir Charles William Doyle, C.B.,

THE EIGHTY-SEVENTH REGIMENT,

THE ROYAL IRISH FUSILIERS.

Sir John Doyle, Bart., G.C.B. and K.C.

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