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CHAPTER 7
Creating a Flexible Organization
INSTRUCTOR MANUAL RESOURCES

7.1 A Word from the Authors ......................................................................................................... 2
7.2 Transition Guide ....................................................................................................................... 2
7.3 Quick Reference Guide ............................................................................................................. 3
7.4 Learning Objectives .................................................................................................................. 4
7.5 Brief Chapter Outline ................................................................................................................ 4
7.6 Comprehensive Lecture Outline ............................................................................................... 5
7.7 Textbook Answer Keys........................................................................................................... 13
7.7a Concept Checks .................................................................................................... 13
7.7b Discussion Questions ............................................................................................ 17
7.7c Video Case: Zappos Wants to Make Customers (and Employees) Happy ........... 18
7.7d Building Skills for Career Success ....................................................................... 19
7.8 Quizzes I and II ....................................................................................................................... 22
7.9 Answer Key for Quizzes I and II ............................................................................................ 24
7.10 Classroom Exercises ............................................................................................................... 24
7.10a Homework Activities ............................................................................................ 24
7.10b Classroom Activities ............................................................................................. 24
7.10c Exercise Handouts ................................................................................................ 25
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1
2 Chapter 7 Creating a Flexible Organization
7.1 A WORD FROM THE AUTHORS

Having outlined in the preceding chapter the management of a business organization, in this chapter
we examine the organization itself. First, we define organization from a business perspective. Then
we discuss five dimensions of organizational structure: (1) job specialization, (2) departmentalization,
(3) centralization, (4) span of management, and (5) chain of command.
Next, we discuss the various methods of combining these individual elements within a single busi-
ness structure. We introduce four approaches to organizational structure—line, line-and-staff, ma-
trix, and network—and present the advantages and disadvantages of each. We conclude the chapter
with a brief discussion of how corporate culture, committees, informal groups, and the grapevine af-
fect an organization.
7.2 TRANSITION GUIDE
New in Chapter 7: Creating a Flexible Organization

 A new Inside Business feature titled “Can Structural Changes Re-Ignite McDonald’s
Growth?” describes the organizational changes McDonald’s has been implementing to reig-
nite their sales growth.
 A Career Success feature titled “Flexible Work Space: Are You Ready to Sit Next to the
CEO?” discussing the concept of the flexible workspace has been added.
 Examples have been updated to include companies such as Office Depot.
 Added an Ethical Success or Failure? feature titled “If We Get Ethics Right, Will Compli-
ance Follow?” regarding L’Oreal’s philosophy toward ethical behavior.
 An Entrepreneurial Success feature titled “Entrepreneurs Set the Tone of Corporate Culture”
has been added listing tips from entrepreneurs about how to cultivate a strong corporate cul-
ture.
© 2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 7 Creating a Flexible Organization 3
7.3 QUICK REFERENCE GUIDE

Instructor Resource Location
Transition Guide IM, p. 2
Learning Objectives Textbook, p. 188; IM, p. 4
Brief Chapter Outline IM, pp. 4-5
Comprehensive Lecture Outline IM, pp. 5-12
Career Success Flexible Work Space: Are You Ready to Textbook, p. 193
Sit Next to the CEO?
Entrepreneurial Success Entrepreneurs Set the Tone of Textbook, p. 202
Corporate Culture
Ethical Success or Failure If We Get Ethics Right, Will Textbook, p. 200
Compliance Follow?
Inside Business Can Structural Changes Re-Ignite Textbook, p. 189
McDonald’s Growth?
Marginal Key Terms List Textbook, p. 207
Concept Checks Textbook, pp. 192, 193, 194, 197, 198, 203, 204, and 205
Questions and Suggested Answers, IM, pp. 13-15
Discussion Questions Textbook, p. 207
Questions and Suggested Answers, IM, pp. 17-18
Video Case (Zappos Wants to Make Customers [and Textbook, pp. 207-208
Employees] Happy) and Questions Questions and Suggested Answers, IM, pp. 18-19
Building Skills for Career Success Textbook, pp. 208-209
Suggested Answers, IM, pp. 19-21
IM Quiz I & Quiz II IM, pp. 240-242
Answers, IM, p. 22
Classroom Exercises IM, p. 24-31
7.4 LEARNING OBJECTIVES

After studying this chapter, students should be able to:
1. Understand what an organization is and identify its characteristics.
2. Explain why job specialization is important.
3. Identify the various bases for departmentalization.
4. Explain how decentralization follows from delegation.
5. Understand how the span of management describes an organization.
6. Describe the four basic forms of organizational structure.
7. Describe the effects of corporate culture.
8. Understand how committees and task forces are used.
9. Explain the functions of the informal organization and the grapevine in a business.
7.5 BRIEF CHAPTER OUTLINE

I. What Is an Organization?
A. Developing Organization Charts
B. Major Considerations for Organizing a Business
II. Job Design

A. Job Specialization
B. The Rationale for Specialization
C. Alternatives to Job Specialization
III. Departmentalization
A. By Function
B. By Product
C. By Location
D. By Customer
E. Combinations of Bases
IV. Delegation, Decentralization, and Centralization

A. Delegation of Authority
1. Steps in Delegation
2. Barriers to Delegation
B. Decentralization of Authority
V. The Span of Management

A. Wide and Narrow Spans of Management
B. Organizational Height
VI. Forms of Organizational Structure

A. The Line Structure
B. The Line-and-Staff Structure
C. The Matrix Structure
D. The Network Structure
VII. Corporate Culture
VIII. Committees and Task Forces
IX. The Informal Organization and the Grapevine
7.6 COMPREHENSIVE LECTURE OUTLINE
I. WHAT IS AN ORGANIZATION? An organization is a group of two or more people

working together to achieve a common set of goals. A neighborhood dry cleaner owned and
operated by a husband and wife team is an organization. So are IBM and Home Depot.
A. Developing Organization Charts. An organization chart is a diagram that represents
the positions and relationships within an organization. (See Figure 7-1.)
1. The chain of command is the line of authority that extends from the highest to the
lowest levels of the organization.
2. The positions represented by broken lines are not part of the direct chain of com-
mand; these are advisory, or staff, positions.
3. Many smaller organizations find organization charts useful. Some large organiza-
tions do not maintain complete, detailed charts because:
a) It is difficult to accurately chart a few dozen positions, much less the thou-
sands that characterize larger firms.
b) Larger organizations are almost always changing which quickly makes the or-
ganization chart outdated.
Teaching Tip: Enter “organization chart” in your favorite search engine and bring up some exam-
ples of organization charts. Some good ones include the one for the Justice Department (http://www
.justice.gov/agencies/index-org.html) and the one for the United Nations
(http://www.un.org/en/aboutun/structure/pdfs/UN_System_Chart_30June2015.pdf). Comparing
these and the charts you found, what do you think constitutes a good organization chart?
B. Major Considerations for Organizing a Business. The factors to consider when de-
ciding how to organize a firm include job design, departmentalization, delegation, span
of management, and chain of command.
II. JOB DESIGN
A. Job Specialization. Job specialization is the separation of all organizational activities

into distinct tasks and the assignment of different tasks to different people.
B. The Rationale for Specialization. Specialization is necessary for several reasons.
1. The “job” of most organizations is simply too large for one person to handle.
2. When a worker has to learn one specific, highly specialized task, that individual
can learn it quickly and perform it efficiently.
3. The worker who is doing the same job over and over does not lose time changing
operations.
4. The more specialized the job, the easier it may be to design specialized equipment.
5. The more specialized the job, the easier is the job training.
Teaching Tip: As an example of job specialization, ask your students about the specialization in
their family as they were growing up. Chances are that each member of the family had some tasks
for which they were the family “expert.” For example, were they the computer guru in their house?
C. Alternatives to Job Specialization. Specialization can also have some negative conse-
quences, such as employee boredom and dissatisfaction. Managers can minimize these
issues.
1. Job rotation is the systematic shifting of employees from one job to another.
2. Job enlargement and job enrichment, along with other methods used to motivate
employees, are discussed in Chapter 10.
III. DEPARTMENTALIZATION. Departmentalization is the process of grouping jobs into

manageable units. Common bases of departmentalization are:
A. By Function. Departmentalization by function groups jobs that relate to the same or-
ganizational activity.
1. Many smaller and newer organizations departmentalize on function.
2. The disadvantages of this method are that it can lead to slow decision making and
it tends to emphasize the department rather than the organization.
B. By Product. Departmentalization by product groups all activities related to a particular
good or service.
1. This approach is often used by older and larger firms that produce and sell a vari-
ety of products.
C. By Location. Departmentalization by location groups all activities according to the de-
fined geographic area in which they are performed.
D. By Customer. Departmentalization by customer groups all activities according to the
needs of various customer populations.
E. Combinations of Bases. Many organizations use a combination of departmentalization
bases. (See Figure 7-2.)
Teaching Tip: Ask your students if any of them have ever worked for a restaurant or hotel. Ask them
what type of departmentalization they might have encountered. A hotel might have a specific group of
employees who only handle banquets and corporate meetings, which would be an example of customer-
based departmentalization. At a restaurant, things might be arranged by function. As part of the discus-
sion, ask students what improvements they might make.
IV. DELEGATION, DECENTRALIZATION, AND CENTRALIZATION. Delegation as-

signs work and power to other workers.
A. Delegation of Authority
1. Steps in Delegation. Three steps are generally involved in the delegation process.
(See Figure 7-3.)
a) The manager must assign responsibility. Responsibility is the duty to do a job
or perform a task.
b) A manager must grant authority, which is the power, within the organization,
to accomplish an assigned job or task.
Teaching Tip: Ask students if anyone has ever given them the responsibility for accomplishing a
task without giving them the authority to get it done.
c) The manager must create accountability. Accountability is the obligation of a

worker to accomplish an assigned job or task. Accountability is created, but it
cannot be delegated.
2. Barriers to Delegation. For several reasons, managers may be unwilling to dele-
gate work.
a) A manager may not trust the employee to complete the task.
b) A manager may fear that a subordinate will do exceptional work and attract
the attention of top management.
c) Some managers are so disorganized that they simply are not able to plan and
assign work effectively.
Teaching Tip: Consider using “The Delegator” exercise here. It is a five-minute individual quiz that
can be used as the basis for discussion regarding when it is and when it isn’t appropriate to delegate.
B. Decentralization of Authority. The pattern of delegation throughout an organization

determines the extent to which that organization is decentralized or centralized.
1. An organization in which management consciously attempts to spread authority
widely across organization levels is said to be a decentralized organization.
2. An organization that systematically works to concentrate authority at the upper lev-

els is a centralized organization.
3. A variety of factors can influence the extent to which a firm is decentralized.
a) The external environment in which the firm operates. The more complex or
unpredictable the environment, the more likely it is that top management will
let lower-level managers make important decisions because lower-level man-
agers are closer to the problems.
b) The nature of the decision to be made. The riskier or more important the deci-
sions that have to be made, the greater is the tendency to centralize decision
making.
c) The decision-making abilities of lower-level managers.
d) A firm that has practiced centralization or decentralization is likely to main-
tain that same practice in the future.
4. In principle, neither decentralization nor centralization is right. What works for one
organization may or may not work for another.
V. THE SPAN OF MANAGEMENT. The fourth major step of organizing a business is estab-
lishing span of management (or span of control), which is the number of workers who report
directly to one manager.
A. Wide and Narrow Spans of Management. A wide span of management exists when a
manager has a large number of subordinates. A narrow span exists when the manager
has only a few subordinates. Several factors determine the span that is best for a particu-
lar manager.
B. Organizational Height. Organizational height is the number of layers, or levels, of
management in a firm.
1. The span of management plays a direct role in determining an organization’s
height. (See Figure 7-4.)
a) If the span of management is wide, fewer levels are needed, and the organiza-
tion is flat.
b) If the span of management is narrow, more levels are needed, and the result-
ing organization is tall.
2. In a tall organization, administrative costs are higher because more managers are
needed. Communication may become distorted.
3. Managers in a flat organization may have to perform more administrative duties
because there are fewer managers.
VI. FORMS OF ORGANIZATIONAL STRUCTURE. The four basic forms of organizational

structure are line, line-and-staff, matrix, and network.
A. The Line Structure. A line structure is when the chain of command goes directly from
person to person throughout the organization.
1. Managers within a line structure, called line managers, make decisions and give
orders to subordinates to achieve the goals of the organization.
2. A line structure allows line managers to make decisions quickly with direct ac-
countability because the decision maker only reports to one supervisor.
3. The downside of a line structure is that line managers are responsible for many ac-
tivities and therefore must have a wide range of knowledge about all of them. Con-
sequently, line structures are more popular in small organizations rather than in
medium- and large-sized organizations where activities are more numerous and
complex.
B. The Line-and-Staff Structure. A line-and-staff structure utilizes the chain of com-
mand from a line structure, but also provides line managers with specialists, called staff
managers.
1. Staff managers provide support, advice, and expertise to line managers. They are
not part of the chain of command but they do have authority over their assistants.
2. Both line and staff managers are needed for effective management, but the two po-
sitions differ in important ways. (See Figure 7-5.)
a) Line managers have line authority, which means that they can make decisions
and issue directives relating to the organization’s goals.
b) Staff managers have advisory authority, which means they can provide advice
to line managers. Staff managers also have functional authority, allowing
them to make decisions and issue directives about their areas of expertise.
3. Conflict between line managers and staff managers can occur if line managers per-
ceive that staff managers are a threat to their authority or if staff managers perceive
that their recommendations are not being adopted by line managers. There are sev-
eral ways to minimize this conflict.
a) Integrate line and staff managers into one team.
b) Ensure that the areas of responsibility of line and staff managers are clearly
defined.
c) Hold line and staff managers accountable for the results of their activities.
C. The Matrix Structure. The matrix structure combines vertical and horizontal lines of
authority.
1. The matrix structure occurs when product departmentalization is superimposed on
a functionally departmentalized organization. (See Figure 7-6.)
2. Authority flows both down and across and employees report to more than one su-
pervisor.
3. In a matrix structure, people from different departments are assigned to a group,
called a cross-functional team, to work on a new project.
a) Frequently, cross-functional teams are charged with developing new products.
b) The project manager is in charge of the team, but employees on the team also
report to their functional department supervisor.
c) Cross-functional teams may be temporary or permanent.

d) These teams are often empowered to make major decisions.
4. The matrix organization has several advantages.
a) One advantage is added flexibility.
b) This structure can increase productivity, raise morale, and nurture creativity
and innovation.
c) Employees experience personal development by doing a variety of jobs.
5. The matrix organization also has several disadvantages.
a) Having employees report to more than one supervisor can cause confusion
about who is in charge.
b) Like committees, teams may take longer to resolve problems and issues than
individuals working alone.
c) Other difficulties may include personality clashes, poor communication, unde-
fined individual roles, unclear responsibilities, and difficulties in finding ways
to reward individual and team performance simultaneously.
d) Because more managers and support staff may be needed, a matrix structure
may be more expensive to maintain.
D. The Network Structure. In a network structure (or virtual organization), administration
is the primary function performed. Other functions are contracted out to other organiza-
tions.
1. This type of organization has only a few permanent employees consisting of top
management and a few hourly clerical workers.
2. Leased equipment and facilities are temporary.
3. There is limited formal structure.
4. Flexibility allows an organization to quickly adjust to changes.
5. Managers may face some of the following challenges:
a) Controlling the quality of work performed by other organizations.
b) Low morale and high turnover among hourly workers.
c) A lack of clear hierarchy.
Teaching Tip: Consider using the 30- to 60-minute “Virtual Network Structure” exercise here. This
exercise will allow students to explore the complexities of building a network.
VII. CORPORATE CULTURE. A corporate culture is generally defined as the inner rites, ritu-
als, heroes, and values of a firm.
A. Corporate culture is generally thought to have a very strong influence on a firm’s perfor-
mance over time.
B. Goffee and Jones identified four types of corporate cultures. (See Figure 7-7.)
1. Networked culture
2. Mercenary culture
3. Fragmented culture
4. Communal culture
Teaching Tip: Use the “What’s My Culture?” group exercise here. It takes approximately 15 to 20
minutes.
C. Some experts believe that cultural change is needed when the company’s environment
changes, such as when the industry becomes more competitive, the company’s perfor-
mance is mediocre, or the company is growing rapidly.
VIII. COMMITTEES AND TASK FORCES

A. Several types of committees can be used within an organizational structure.
1. An ad hoc committee is created for a specific short-term purpose, such as review-
ing the firm’s employee benefits plan.
2. A standing committee is a relatively permanent committee charged with perform-
ing a recurring task.
3. A task force is a committee established to investigate a major problem or pending
decision.
B. Committees offer some advantages over individual action.
1. Several members are able to bring more information and knowledge to the task at
hand.
2. Committees tend to make more accurate decisions and to transmit their results
through the organization more effectively.
C. Disadvantages to using committees include the following:
1. Committee deliberations take much longer than individual action.
2. Unnecessary compromise may take place within the committee.
IX. THE INFORMAL ORGANIZATION AND THE GRAPEVINE. Informal organization

describes the pattern of behavior and interaction that stems from personal rather than official
relationships.
A. An informal group is created by the group members themselves to accomplish goals that
may or may not be relevant to the organization.
1. Workers may create an informal group to go bowling, form a union, get a particular
manager fired or transferred, or share lunch.
2. Informal groups can be powerful forces in organizations. Managers should be
aware of informal groups.
B. The grapevine is the informal communications network within an organization.
1. The grapevine is completely separate from—and sometimes much faster than—the

organization’s formal channels of communication.
2. Managers would make a mistake if they tried to eliminate the grapevine. A more
rational approach is to recognize the existence of the grapevine as a part (though an
unofficial part) of the organization.
7.7 TEXTBOOK ANSWER KEYS
7.7a Concept Checks

Concept Check (p. 192)
1. How do large and small organizations use organization charts differently?
Most smaller organizations find organization charts useful. They clarify positions and report
relationships for everyone in the organization, and they help managers track growth and change
in the organizational structure. However, many large organizations, such as ExxonMobil, Kel-
logg’s, and Procter & Gamble, do not maintain complete, detailed charts for two reasons. First,
it is difficult to chart even a few dozen positions accurately, much less the thousands that char-
acterize larger firms. Second, larger organizations are almost always changing parts of their
structure. An organization chart would be outdated before it was completed.
2. Identify the major considerations when organizing a business.
The most important considerations are as follows:
a. Job design. Divide the work that is to be done by the entire organization into separate parts,
and assign those parts to positions within the organization.
b. Departmentalization. Group the various positions into manageable units or departments.
c. Delegation. Distribute responsibility and authority within the organization.
d. Span of management. Determine the number of subordinates who will report to each manager.
e. Chain of command. Establish the organization’s chain of command by designating the posi-
tions with direct authority and those that are support positions.
1. What are the positive and negative effects of specialization?
For a number of reasons, some job specialization is necessary in every organization because the
“job” of most organizations is too large for one person to handle. When a worker has to learn
one specific, highly specialized task, that individual should be able to learn it very efficiently. A
worker repeating the same job does not lose time changing from operations, as the pin workers
did when producing complete pins. The more specialized the job, the easier it is to design spe-
cialized equipment. And finally, the more specialized the job, the easier is the job training.
The most significant drawback is the boredom and dissatisfaction employees may feel when repeat-
ing the same job. Bored employees may be absent from work frequently, may not put much effort
into their work, and may even sabotage the company’s efforts to produce quality products.
2. What are three ways to reduce the negative effects of specialization?
Job rotation, job enlargement, and job enrichment can reduce the negative effects of specialization.

1. What are the four most common bases for departmentalization?
The four most common bases of departmentalization are by function, by product, by location,
and by type of customers. Departmentalization by function groups jobs that relate to the same
organizational activity. Departmentalization by product groups activities related to a particular
good or service. Departmentalization by location groups activities according to the defined geo-
graphic area in which they are performed. Departmentalization by customer groups activities
according to the needs of various customer populations.
2. Give an example of each.
Departmentalization by function groups jobs that relate to the same organizational activity, such
as marketing and accounting. Departmentalization by product groups activities related to a par-
ticular good or service. A company that sells consumer products might choose to separate based
on product such as oral care products, personal care products, and home care products. Depart-
mentalization by location groups activities according to the defined geographic area in which
they are performed. Ford has divisions in the Americas, Europe, Asia Pacific, and Africa. De-
partmentalization by customer groups activities according to the needs of various customer pop-
ulations. For instance, an organization that sells computers might have one department focused
on end consumers and another department focused specifically on business customers as their
needs and order sizes will likely vary.
1. Identify and describe the three steps in the delegation process.
The three steps involved in delegation are (1) assigning responsibility, which is the duty to per-
form the job or task; (2) granting authority, which is the power within the organization to ac-
complish the task or job; and (3) creating accountability, which is the obligation of a subordi-
nate to accomplish an assigned task or job.
2. Differentiate decentralized organization and centralized organization.
The pattern of delegation throughout an organization determines the extent to which that organ-
ization is decentralized or centralized. In a decentralized organization, management consciously
attempts to spread authority widely across various organization levels. A centralized organiza-
tion, on the other hand, systematically works to concentrate authority at the upper levels.
1. Describe the two spans of management.
A wide span of management exists when a manager has a larger number of subordinates. A nar-
row span exists when the manager has only a few subordinates.
2. What are problems associated with each one?
In a taller organization, administrative costs are higher because more managers are needed.
Communication among levels may become distorted because information has to pass up and
down through more people. Although flat organizations avoid these problems, their managers
may perform more administrative duties simply because there are fewer managers. Wide spans
of management also may require managers to spend considerably more time supervising and
working with subordinates.
1. Describe the four forms of organizational structure.
The four forms of organizational structure are as follows:
 A line structure is a management system in which the chain of command goes directly
from person to person throughout the organization.
 A line and staff structure not only utilizes the chain of command from a line structure
but also provides line managers with specialists, called staff managers.
 The matrix structure combines vertical and horizontal lines of authority.
 In a network structure (sometimes called a virtual organization), administration is the
primary function performed, and other functions such as engineering, production, mar-
keting, and finance are contracted out to other organizations.
2. Give an example of each form.
An example of a line structure would be a smaller organization such as a tea shop where the
chain of command goes from the owner or CEO to the different levels of employees.
An example of a line-and-staff structure might be a large sales organization with sales managers
that oversee regional sales managers. The sales manager would have the authority to make sales
decisions to advance company goals, while the regional sales managers oversee sales staff and
specialize in their specific regions.
An example of companies that use the matrix structure might be Ford Motor Company when it
assembled a special project team to design and manufacture its global cars. Often, engineering
and construction firms, like Bechtel Corporation, use a matrix structure for their projects.
A network organization does not manufacture the products it sells. This type of organization
has a few permanent employees consisting of top management and hourly clerical workers.
Leased facilities and equipment, as well as temporary workers, are increased or decreased as the
needs of the organization change. Thus, there is rather limited formal structure associated with a
network organization. Often, start-ups are formed as a network structure.
1. What is corporate culture?
Corporate culture is generally defined as the inner rites, rituals, heroes, and values of a firm. It
can have a powerful influence on how its employees think and act, as well as determine how the
public perceives the organization.
2. Explain the four types of corporate cultures.
There are four distinct types of corporate culture:
a. Networked culture is a relaxed and informal environment. There is a strong commitment
and a feeling of loyalty to the organization, characterized by a base of trust and friendship
among employees.
b. In the mercenary culture, employees are very intense, focused, and determined to win. In
addition to employees working to earn money, feelings of passion, energy, sense of purpose,
and excitement for one’s work play a large role in motivating an organization’s employees.
c. Fragmented culture suggests that employees do not necessarily become friends but have a
high degree of autonomy, flexibility, and equality. Employees in this type of culture con-
sider themselves as working “at” the organization, not “for” it.
d. In the communal culture, the positive traits of the networked culture and the mercenary cul-
ture are combined. Traits such as friendship, commitment, high focus on performance, and
high energy contribute to the organization resulting in an environment where success by
anyone is celebrated by all.
1. What is the difference between a committee and a task force?
An ad hoc committee is created for a specific short-term purpose, such as reviewing the firm’s
employee benefits plan. Once its work is finished, the ad hoc committee disbands. A standing
committee is a relatively permanent committee charged with performing a recurring task. A
firm might establish a budget review committee, for example, to review departmental budget
requests on an ongoing basis. Finally, a task force is a committee established to investigate a
major problem or pending decision.
2. What are the advantages and disadvantages of using committees?
Committees offer some advantages over individual action. Their several members are able to
bring information and knowledge to the task at hand. Furthermore, committees tend to make
more accurate decisions and to transmit their results through the organization more effectively.
However, committee deliberations take longer than individual actions. In addition, unnecessary
compromise may take place within the committee, or the opposite may occur, as one person
dominates (and thus negates) the committee process.
1. In what ways can informal groups affect a business?
Informal groups can be powerful forces in organizations. They can restrict output, or they can
help managers through tight spots. They can cause disagreement and conflict, or they can help
to boost morale and job satisfaction. They can show new people how to contribute to the organ-
ization, or they can help people to get away with substandard performance.
2. How is the grapevine used in a business organization?
The grapevine is the informal communications network within an organization. Information can
be transmitted through the grapevine in any direction—up, down, diagonally, or horizontally
across the organizational structure. Subordinates may pass information to their bosses, an exec-
utive may relay something to a maintenance worker, or there may be an exchange of infor-
mation between people who work in totally unrelated departments. Managers should respond
promptly and aggressively to inaccurate grapevine information to minimize the damage that
such misinformation might do. Moreover, the grapevine can come in handy when managers are
on the receiving end of important communications from the informal organization.
7.7b Discussion Questions

1. In what way do organization charts create a picture of an organization?
Organization charts are diagrams that represent positions in the organization and the relation-
ships among them. They also illustrate the five considerations in the organizing process: spe-
cialization, departmentalization, centralization, span of management, and chain of command.
2. What determines the degree of specialization within an organization?
The degree of specialization within an organization is determined through division of the entire
organization’s work into separate parts and assignment of those parts to positions within the or-
ganization.
3. Describe how job rotation can be used to combat the problems caused by job specialization.
In job rotation, each employee is shifted periodically to a different job. The idea behind job ro-
tation is to provide a variety of tasks so that workers are less likely to get bored and dissatisfied.
4. Why do most firms employ a combination of departmentalization bases?
A departmentalization base is the scheme by which jobs are grouped into units. In fact, few or-
ganizations exhibit only one departmentalization base. The most common bases are function,
product, location, and customer. The decision to use multiple bases is usually based on the spe-
cific needs of the corporation and on the determination of which combination of bases will ena-
ble the organization to accomplish its goals and objectives.
5. What three steps are involved in delegation? Explain each.
The three steps involved in delegation are (1) assigning responsibility, which is the duty to per-
form the job or task; (2) granting authority, which is the power within the organization to ac-
complish the task or job; and (3) creating accountability, which is the obligation of a subordi-
nate to accomplish an assigned task or job.
6. How does a firm’s top management influence its degree of centralization?
If top management consciously attempts to spread authority widely to the lower levels of man-
agement, the firm is decentralized. If top management works to keep authority at the upper lev-
els, the firm is centralized.
7. How is organization height related to the span of management?
If the span of management is generally narrow, more levels of management are needed, result-
ing in a tall organization. If the span of management is wider, fewer levels are needed and the
organization is flat.
8. Contrast line-and-staff and matrix forms of organizational structure.
The line-and-staff structure is characterized by a chain of command line structure coupled with
specialists (staff managers) who support the line managers; departmentalization by function;
formal patterns of delegation; a high degree of centralization; and clearly defined line and staff
positions, with formal relationships between the two.
The matrix structure features vertical and horizontal lines of authority, departmentalization
superimposed on a functionally departmentalized organization, workers who report to more
than one supervisor at a time, and cross-functional teams that include project managers.
9. How does the corporate culture of a local Best Buy store compare to that of a local
McDonald’s?
Best Buy appears to be a mercenary culture in that its workers appear to be goal oriented and
competitive as they sell high-priced electronics products and accessories. McDonald’s is more
of a communal culture in that its workers are much more regimented as they work in teams for
the common goal of superior customer service.
10. Which kinds of firms probably would operate most effectively as centralized firms? As de-
centralized firms?
Production firms would probably operate most effectively as centralized firms because the de-
gree of specialized technical knowledge required is usually limited. Research firms, by contrast,
need to be decentralized because of the great degree and variety of specialized knowledge re-
quired to do the job in such firms.
11. How do decisions concerning span of management and the use of committees affect organ-
izational structure?
Decisions concerning span of management and the use of committees affect basic organiza-
tional structure by altering chains of command, delegation chains, individual authorities, ac-
countabilities, and so on.
7.7c Comments on Video Case
Zappos Wants to Make Customers (and Employees) Happy

Suggestions for using this video case are provided in the Pride/Hughes/Kapoor Video Guide.
1. Do you think Zappos is a decentralized or centralized organization? Do you think it
should change? Explain your answer.
Zappos is decentralized because so many decisions are delegated to lower organizational levels.
Employees are encouraged to make decisions on their own, rather than being forced to consult
with higher-level managers and wait for decisions to be made centrally. Students will also rec-
ognize that employees are empowered to engage customers in conversation and create a “wow”
experience instead of strictly following a preset sales script, as would be more typical in a cen-
tralized organization. However, Zappos does centralize its training and carefully monitors per-
formance to keep employees informed on how the business is doing.
If Zappos changes to become a centralized organization, it is likely to lose the flexibility it
needs to make changes quickly as the business environment changes and becomes even more
complex and unpredictable than it is today. Another point is that employees currently make de-
cisions that have relatively minor consequences, such as whether to upgrade a customer to over-
night delivery of an order. Such decisions do not really have to be centralized, and if they were,
transactions would move much more slowly—which, in turn, would probably damage customer
satisfaction.
2. Of the four types of corporate culture, which most closely describes the culture of Zap-
pos? What are the implications for the organization and for managers and employees?
Zappos does not exhibit a mercenary culture, because its employees are not obsessed with com-
pleting tasks and avoiding relationships. Nor does Zappos exhibit a fragmented culture, because
its employees are focused on building relationships rather than maintaining their independence
and being introverted. Although Zappos exhibits some elements of the networked culture—ex-
troverted and tolerant of ambiguities—it can be best described as a communal culture. In this
type of culture, employees are passionate about their work, identify strongly with the company
and its values, and enjoy working in teams, as at Zappos. The implications for management: Be
sure employees understand and embrace the common values; make working together fun; and
reinforce the focus on creating a “wow” experience for customers.
3. What effect are quarterly meetings and daily postings of performance statistics likely to
have on the grapevine inside Zappos?
By sharing information freely and frequently, and by encouraging questions and comments
from employees during meetings, Zappos is minimizing the possibility that misinformation will
spread via the grapevine. In fact, details that travel via the grapevine are likely to be more accu-
rate and timely when employees receive a lot of information directly from the company and
have the opportunity to discuss issues with management on a regular basis.
7.7d Building Skills for Career Success

1. Social Media Exercise
Zappos has a reputation for being customer-centered, meaning it embraces the notion
that customers come first. One of the ways that is allows employees to communicate with
customers is through its blogs at http://blogs.zappos.com/.
1. Take a look at this blog. What can you tell about the corporate culture of Zappos?
Zappos defines its corporate culture according to its ten core values. Corporate culture is
essential to the success of the Zappos brand. The following information was taken directly
from a blog post from CEO of Zappos Tony Hsieh: “At Zappos, our belief is that if you get
the culture right, most of the other stuff — like great customer service, or building a great
long-term brand, or passionate employees and customers — will happen naturally on its
own. We believe that your company’s culture and your company’s brand are really just two
sides of the same coin. The brand may lag the culture at first, but eventually it will catch
up. Your culture is your brand.”1
.
2. How do they approach customer service? Do you think it works? Why or why not?
The following information was taken directly from the blog Zappos Insights: “Having a
strong company culture is great, but the best culture in the world doesn’t matter if you do
1
Tony Hsieh, “Your Culture Is Your Brand,” Zappos Blogs, January 3, 2009, http://blogs.zappos.com/blogs/ceo-and-
coo-blog/2009/01/03/your-culture-is-your-brand, accessed November 12, 2015.
not take care of your customers.”2 From the website: “We are not an average company, our
service is not average, and we don’t want our people to be average. We expect every em-
ployee to deliver WOW.”3 These messages are communicated throughout the organization,
and the messages are part of the culture. When a company embraces a philosophy as part of
its core, and the philosophy is not just a message but internal to every part of the organiza-
tion, it works!
2. Building Team Skills
The organization chart on the following page is a line-and-staff structure. There are three staff
positions: one payroll and billing position and two appointment coordinators. The other posi-
tions are line positions. In this organization, the span of control ranges from zero to seven peo-
ple. The executive vice-president works with builders to establish their programs and provides
the center managers with training, guidelines, and expectations. It is the responsibility of the
managers to run their centers in a courteous and profitable manner.
3. Researching Different Careers
The answers will vary. Emphasize that honesty is important in completing the assessment.
Nothing changes unless a plan is prepared to improve weaknesses. Possessing excellent skills,
knowing how to network, understanding one’s accomplishments, and having a positive attitude
are key factors in being promoted within a company, as well as in being hired to fill a better po-
sition with another company.
2
“Company Culture + Exceptional Service = Magic,” Zappos Insights, November 22, 2011, http://www.zapposin-
sights.com/blog/item/company-culture-exceptional-service-magic, accessed November 12, 2015.
3
“Life at Zappos,” Zappos, https://jobs.zappos.com/life-at-zappos, accessed November 12, 2015.
Another random document with
no related content on Scribd:
XIX
De nouveau, le malade est étendu dans son lit. Il ne se lève plus,

et il ne demande plus qu’on le lève. Aggravation de son mal ?
Usure ? Non. Retour à son état véritable. Une violente passion a
ramassé dans ce corps ce qui demeurait de forces éparses.
Dépensées plus lentement dans le jour à jour d’une vie chétive et
sans ardeur, ces mêmes forces ne l’auraient pas sauvé.
Il ne souffre pas et son humeur est calme. L’ange est auprès de
lui, redevenu ange. Rien de changé dans leurs apparences : mais
elle n’a plus d’angoisse ni d’émoi, et lui n’a plus de désir. Entre eux,
dans la gravité de ces heures, la communion de l’amour, loin de se
relâcher, se fait plus étroite. Et dans le sens originel et absolu du
mot, ils « se comprennent » enfin, c’est-à-dire qu’ils s’absorbent l’un
l’autre.
Le médecin vient chaque jour, ausculte attentivement la base des
poumons et le cœur, exhorte le malade, s’il ne peut se lever, à rester
le plus possible assis sur son lit. Puis, d’un ton qu’il s’efforce de
rendre cordial :
— Monseigneur, dit-il, c’est une question de patience. Nous voilà
dans une période stationnaire… Mais tout ce que nous avons acquis
reste acquis.
Et il s’en va, souriant, sans que Madeleine l’accompagne.
Le comte Osterrek vient aussi chaque jour visiter son royal
camarade. Le prince lui fait bon accueil. Mais, comme on lui interdit
de parler trop, l’entrevue ne dépasse guère une demi-heure. Une
fois, le prince a demandé :
— La comtesse d’Armatt a-t-elle quitté la ville ?
— Non, monseigneur. Elle est toujours au Bellevue.
Et, là-dessus, ils n’ont rien dit de plus.
Enfin un troisième visiteur pénètre quotidiennement, à la nuit
tombée, dans le Palace et dans la chambre, si discrètement que,
chaque fois, il apparaît au chevet du malade sans que nul bruit de
pas ou de porte l’ait annoncé. D’ailleurs, sa taille est très petite et sa
soutane noire semble se diluer comme une ombre dans l’ombre.
Le reste des heures, le malade et l’infirmière les passent tête à
tête. Madeleine a livré son secret à cette oreille d’ombre qui déjà
l’écouta dans l’église noire et blanche. Comme naguère sur
Stéphanie, le Ego te absolvo est descendu sur elle. Et voici que de
nouveau les voix d’au-delà conversent avec elle… Sûre de sa
réconciliation, elle ne se défend point d’aspirer dans sa mémoire et
dans son cœur la forme mortelle de son maître, pour l’y garder
autant que dureront cette mémoire et ce cœur. Et lui, écoutant la
voix lente et pressante qui lui verse la paix, apprend à ne pas avoir
peur.
Il mourut l’avant-dernière nuit de novembre. Dans la journée,

respirant avec peine, mais calme et lucide, il avait reçu l’onction des
mains de l’abbate Nervi. Un peu plus tard, le comte Osterrek et la
comtesse d’Armatt, introduits quelques instants, avaient entendu ses
adieux. Son désir formel fut ensuite d’être laissé seul avec
Madeleine. Il lui livra ses mains et ne prononça plus une parole. Tant
que ses yeux eurent la force de regarder, il la regarda. Puis, comme
tous les soirs précédents, Madeleine le vit fermer ses paupières. Et
ce fut par le contact des mains qu’elle sentit défaillir peu à peu la
chaleur vivante de son maître bien-aimé.
Il avait signifié sa volonté de reposer dans le cimetière de la
petite ville lacustre. C’est un jardin d’arbres verts, peuplé
d’abondantes et naïves sculptures. Toute la population passagère et
un grand nombre d’habitants suivirent le cortège que conduisait
Osterrek, représentant officiel de la famille royale. Stéphanie, non
plus que Madeleine, n’y figuraient point. On ne put, faute de temps,
qu’installer provisoirement sur la tombe une dalle et une croix de
marbre. Elles disparurent vite sous les chrysanthèmes, les mimosas
et les roses que les assistants — surtout des femmes — y
déposèrent.
XX
Devant ces fleurs entassées, qu’épargnait le temps doux et sec

du pacifique automne, la comtesse d’Armatt vint prier le lendemain
aux environs de dix heures. Elle partait, l’après-midi même, pour le
couvent de la Quarantaine.
Elle pria, le cœur écrasé de chagrin. La discipline ascétique avait
ranimé dans ce cœur une foi trop sincère pour que la mort d’un être
chéri, surtout une mort pénitente, la désemparât. Elle souffrait (et
s’accusait de souffrir) parce que le rachat du pécheur s’était
accompli en dehors d’elle, parce qu’elle en avait été exclue. Certes,
Paul l’avait reçue à son chevet, avait sollicité son pardon et s’était
recommandé à sa ferveur. Mais une autre avait recueilli son haleine
expirante, après l’avoir, par une sorte de magie, converti et
réconcilié. Cette autre, Stéphanie l’avait entrevue au moment de
quitter le prince, si touchante et vraiment si belle que, par une
brusque intuition, elle avait tout compris.
Maintenant, devant la tombe fleurie, sa désolation devenait
insupportable. La force de prier lui manqua peu à peu. Une tentation
de désespoir, presque de révolte, la redressa. Elle sanglota debout,
dans ce cimetière vide, éclatant de soleil. Elle sanglota comme une
enfant châtiée… « Ce n’est pas juste, pensait-elle. Non. Ce n’est pas
juste !… » Ses muscles fléchissants la soutenaient à peine, et ses
pleurs, après tant de pleurs versés depuis qu’elle avait revu son
amant, dissolvaient les derniers vestiges de sa beauté.
Elle tressaillit tout à coup, au rappel d’une sensation qui la
reportait à cinq mois vers le passé. Deux doigts, venus de derrière
elle, se posaient comme alors sur son poignet et lui communiquaient
pareillement une volonté à la fois impérieuse et calmante. Elle se
retourna ; l’émotion lui ôta la possibilité de prononcer même un nom.
Devant ses yeux — effaçant la vision belle et touchante qu’ils
gardaient de l’infirmière entrevue, — surgissait une petite forme
noire à coiffe blanche, exactement la même qui, sur le seuil du
corridor aux « Silence ! » lui avait fait le même attouchement.
La petite nonne dit :
— Prions !
Stéphanie ne se déroba point. Agenouillées côte à côte, la
pécheresse sentit comme naguère, à travers leurs vêtements, la
chaleur de l’ange la pénétrer. Et elle ne sut pas si c’était elle-même
ou si c’était Madeleine qui murmurait :
« Nous vous rendons grâce d’avoir accordé à nos prières la
pieuse fin de celui que nous aimons. Tant que nous vivrons, nous ne
cesserons de vous implorer pour que vous le receviez dans votre
repos. »
Elles se relevèrent. Madeleine soutint le regard anxieux de
Stéphanie qui hésitait à parler. Elle se décida :
— Madeleine, j’ai le cœur troublé… Laisse-moi te poser une
question.
Madeleine, sans répondre, exprima par l’attention de tout son
visage qu’elle écoutait.
— Moi, dit Stéphanie, je n’ai pas consenti et j’ai été exclue. Toi, tu
as consenti, et l’as sauvé. Est-ce juste ?
Madeleine médita un instant, puis répondit :
— Nous avons été deux vases d’argile dans la main du potier. Et,
comme dit l’Apôtre, que sommes-nous pour juger ce qu’il a fait de
nous ?
Stéphanie baissa la tête. La tentation de révolte luttait contre
l’effort de se soumettre. Alors, pour la première fois — était-ce
l’influence toute proche de celle qui l’avait initiée à la vie mystique ?
— elle crut entendre une voix intérieure qui lui disait : « Ne
comprends-tu pas que cette humiliation paye ton rachat ?… » Et
comme si cette voix avait été entendue de l’initiatrice, celle-ci lui dit :
— Si vous n’aviez point porté votre repentir au couvent, serais-je
venue jamais ici ?
— C’est vrai, fit Stéphanie, relevant le front.
Un élan de tendresse la remua vers cette petite servante de Dieu
qui trouvait pour elle le verbe de consolation.
— Il faut que je parte, dit-elle. On m’attend là-bas… J’ai hâte que
la porte se referme sur moi pour toujours…
Et, saisissant les mains de sa compagne, elle ajouta
passionnément :
— Ne me laisse pas partir seule !
Madeleine hocha le front :
— Je ne peux pas.
— Pourquoi ?
— Je serai sa garde, tant que je vivrai.
Leurs mains se disjoignirent en silence.
— Alors, adieu !
— Adieu.
Sa haute taille dépassant la bordure des jeunes cyprès, la
comtesse d’Armatt s’éloigna vers la grille de sortie. Arrivée au
premier coude de l’allée, elle regarda en arrière. La petite silhouette
noire coiffée de blanc demeurait immobile au bord de la tombe,
tournée vers le monceau des fleurs.
FIN
E. GREVIN — IMPRIMERIE DE LAGNY — 3-1927.

DERNIÈRES PUBLICATIONS, DANS LA MÊME
COLLECTION
ALANIC (MATHILDE)
Francine chez les gens de rien, roman 12 »
AURIOL (G.), TRISTAN BERNARD, COURTELINE (G.), RENARD (J.), VEBER
(P.)
X…, roman impromptu 12 »
BARBUSSE (HENRI)
Le Feu, roman (360e mille) 12 »
Les bourreaux (13e mille) 10 »
Jésus (35e mille) 12 »
BEAUNIER (ANDRÉ)
L’amie de La Rochefoucauld 12 »
BINET-VALMER
Coligny (Un grand Français) 12 »
BIRABEAU (ANDRÉ)
Toutes les mêmes, Monsieur 12 »
BLASCO-IBAÑEZ (V.)
La reine Calafia, roman. Traduit de l’espagnol par C.-A. Pelecier 12 »
BORDEAUX (HENRY), de l’Acad. française
La fée de Port-Cros, roman. Nouv. édit. illustrée 12 »
BOUTET (FRÉDÉRIC)
Le harem éparpillé, roman 12 »
CHÉRAU (GASTON), de l’Acad. Goncourt
Monseigneur voyage, roman (16e mille) 12 »
COLETTE
La fin de chéri, roman (45e m.) 7 50
DAUDET (LÉON), de l’Acad. Goncourt
Le Sang de la nuit, roman (15e m.) 12 »
DEKOBRA (MAURICE)
Le rire dans le brouillard (22e m.) 12 »
DÉMIANS D’ARCHIMBAUD (M.)
Le roman d’une jeune fille pauvre 12 »
DORMOY (MARIE)
L’exorcisée, roman 12 »
DUVERNOIS (HENRI)
Morte la bête 12 »
FARRÈRE (CLAUDE)
Cent millions d’or (32e mille) 12 »
Le dernier Dieu, roman (60e mille) 12 »
L’extraordinaire aventure d’Achmet Pacha Djemaleddine. Nouv. édit.
illustrée (33e m.) 12 »
FISCHER (MAX ET ALEX)
Dans une baignoire, notes et impression de théâtre 12 »
FOLEŸ (CHARLES)
Guilleri Guilloré, roman 12 »
FORT (PAUL)
Les fleurs de lys (Ballades françaises V). Édition définitive 10 »
FRAPIÉ (LÉON)
La divinisée, roman d’une femme 12 »
FRAPPA (JEAN-JOSÉ)
A Paris, sous l’œil des métèques, roman (40e mille) 12 »
GÉNIAUX (CHARLES)
Les feux s’éteignent, roman 12 »
GONCOURT (EDMOND ET JULES DE)
Préfaces et manifestes littéraires (Édition définitive) 10 »
GYP
Le journal d’un philosophe, roman (19e mille) 12 »
HIRSCH (CHARLES-HENRY)
Confession d’un voleur 12 »
LEMONNIER (LÉON)
La femme sans péché, roman 12 »
LENORMAND (H.-R.)
A l’écart 12 »
MARGUERITTE (VICTOR)
La garçonne, roman (625e mille) 12 »
Le compagnon, roman (225e m.) 12 »
Le couple, roman (160e mille) 12 »
Jean-Jacques et l’amour (30e m.) 10 »
MAURRAS (CHARLES)
Anthinéa, d’Athènes à Florence (23e mille) 12 »
MAXIME-DAVID (JEANNE)
Un homme comme quelques autres, roman 12 »
MIRBEAU (OCTAVE)
Les écrivains (2e série) 12 »
MIRZA RIZA KHAN-ARFA (Princesse)
Un violon chanta, roman 12 »
MORENO (MARGUERITE)
La statue de sel et le bonhomme de neige. Souvenirs de ma vie et de
quelques autres 12 »
NAUDEAU (LUDOVIC)
L’Italie fasciste ou l’autre danger 12 »
OSSENDOWSKI (FERDINAND ANTONI)
Derrière la muraille chinoise, roman contemporain. Traduit par M.
Robert Renard 12 »
QUINEL (CHARLES)
Pour amuser le percepteur 10 »
RACHILDE
Monsieur Vénus, roman (42e mille) 9 »
REBOUX (Paul)
Trio, roman (20e mille) 12 »
ROBERT (LOUIS DE)
Ni avec toi ni sans toi, roman 12 »
ROSNY AINÉ (J.-H.), de l’Acad. Goncourt
Une jeune fille à la page, roman (10e mille) 12 »
ROSTAND (MAURICE)
L’ange du suicide, roman 10 »
SÉGUR (NICOLAS)
Platon cherche l’amour, roman 12 »
TITAŸNA
Voyage autour de mon amant, roman 10 »
TRILBI (T.)
La jolie bêtise, roman 12 »
VALDAGNE (PIERRE)
Entre l’amour et les affaires, roman 12 »
ZAMACOÏS (MIGUEL)
Un singulier roman d’amour 12 »
417. — Paris. — Imp. Hemmerlé, Petit et Cie. 3-1927.

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Creating a Flexible Organization

INSTRUCTOR MANUAL RESOURCES

7.1 A WORD FROM THE AUTHORS

7.2 TRANSITION GUIDE

New in Chapter 7: Creating a Flexible Organization

7.3 QUICK REFERENCE GUIDE

7.4 LEARNING OBJECTIVES

7.5 BRIEF CHAPTER OUTLINE

II. Job Design

IV. Delegation, Decentralization, and Centralization

V. The Span of Management

VI. Forms of Organizational Structure

VII. Corporate Culture

VIII. Committees and Task Forces

IX. The Informal Organization and the Grapevine

7.6 COMPREHENSIVE LECTURE OUTLINE

I. WHAT IS AN ORGANIZATION? An organization is a group of two or more people

II. JOB DESIGN

A. Job Specialization. Job specialization is the separation of all organizational activities

III. DEPARTMENTALIZATION. Departmentalization is the process of grouping jobs into

IV. DELEGATION, DECENTRALIZATION, AND CENTRALIZATION. Delegation as-

c) The manager must create accountability. Accountability is the obligation of a

B. Decentralization of Authority. The pattern of delegation throughout an organization

2. An organization that systematically works to concentrate authority at the upper lev-

VI. FORMS OF ORGANIZATIONAL STRUCTURE. The four basic forms of organizational

c) Cross-functional teams may be temporary or permanent.

VIII. COMMITTEES AND TASK FORCES

IX. THE INFORMAL ORGANIZATION AND THE GRAPEVINE. Informal organization

1. The grapevine is completely separate from—and sometimes much faster than—the

7.7 TEXTBOOK ANSWER KEYS

7.7a Concept Checks

Concept Check (p. 194)

7.7b Discussion Questions

7.7c Comments on Video Case

Zappos Wants to Make Customers (and Employees) Happy

7.7d Building Skills for Career Success

De nouveau, le malade est étendu dans son lit. Il ne se lève plus,

Il mourut l’avant-dernière nuit de novembre. Dans la journée,

Devant ces fleurs entassées, qu’épargnait le temps doux et sec

E. GREVIN — IMPRIMERIE DE LAGNY — 3-1927.

417. — Paris. — Imp. Hemmerlé, Petit et Cie. 3-1927.

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