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Fundamentals of Management, 9e (Robbins)
Chapter 6 Organizational Structure and Design
1) Organizational design is the process in which managers change or develop an organization's

structure.
Answer: TRUE
Explanation: By definition, organizational design requires a manager to develop an
organization's structure, or change the structure in some way.
Diff: 2
Objective: 6.1
Learning Outcome: Discuss factors influencing organizational structure decisions
2) There are four basic elements in organizational structure.

Answer: FALSE
Explanation: There are six elements: work specialization, departmentalization, authority and
responsibility, span of control, centralization and decentralization, and formalization.
Diff: 1
Objective: 6.1
3) The original ideas about organizational design formulated by Fayol and Weber are now
largely obsolete.
Answer: FALSE
Explanation: Surprisingly, many of the ideas of Fayol and Weber about organizational design
are still valid today.
Diff: 2
Objective: 6.1
Learning Outcome: Summarize the major historical and current approaches to management
4) When work specialization originally began to be implemented early in the twentieth century,
employee productivity initially rose.
Answer: TRUE
Explanation: Initially, managers saw huge increases in productivity as a result of specialization.
However, when work became overly specialized, employee morale and motivation dropped,
erasing many productivity gains.
Diff: 2
Objective: 6.1
5) Today, most managers see work specialization as a source of ever-increasing productivity.

Answer: FALSE
Explanation: Today, managers see a limit to the amount of productivity increase they can see
from specialization. Specialization that is not deadening to employees tends to work best.
Monotonous assembly-line work seems to have diminishing returns.
Diff: 2
Objective: 6.1
1
Copyright © 2015 Pearson Education, Inc.
6) The advantage of work specialization is that it always results in high employee motivation and
high productivity.
Answer: FALSE
Explanation: The opposite occurs—too much work specialization results in lower motivation
and productivity.
Diff: 2
Objective: 6.1
7) Departmentalization is how jobs are grouped.

Answer: TRUE
Explanation: The grouping of jobs along lines of function, product, and other criteria defines
departmentalization.
Diff: 1
Objective: 6.1
8) Staff authority is the ability to direct the work of any employee who does not have a higher
rank in the organization.
Answer: FALSE
Explanation: Staff authority is authority over support staff only, not general employees. Thus, a
payroll manager has authority over payroll staff but not other organizational employees.
Diff: 2
Objective: 6.1
9) Grouping jobs on the basis of major product areas is termed customer departmentalization.
Answer: FALSE
Explanation: Grouping along the lines of product areas is termed product departmentalization,
not customer departmentalization.
Diff: 2
Objective: 6.1
10) Line authority can be exerted only after a manager checks with his or her superior.
Answer: FALSE
Explanation: Line authority does not require checking with superiors. It can be exerted as the
manager sees fit without any kind of consultation.
Diff: 2
Objective: 6.1
2
11) Unity of command prevents an employee from trying to follow two conflicting commands at
once.
Answer: TRUE
Explanation: The original management theorists stated that subordinates should not be put in the
position to try to follow two or more conflicting commands at once. Unity of command ensures
that the command from the highest organizational level is followed.
Diff: 2
Objective: 6.1
12) Power is a right that a manager has when he or she has a higher rank in an organization.
Answer: FALSE
Explanation: Power can arise from rank, but it also can arise from a particular skill, knowledge,
or access within the organization. For example, the boss's secretary has power to gain access to
the boss without having a high rank in the organization.
Diff: 2
Objective: 6.1
13) When decisions tend to be made at lower levels in an organization, the organization is said to
be centralized.
Answer: FALSE
Explanation: Centralized decisions originate at higher rather than lower levels of an
organization.
Diff: 2
Objective: 6.1
14) Traditional organizations are structured in a pyramid, with the power and authority located in
the pyramid's broad base.
Answer: FALSE
Explanation: The power and authority in a traditional organization resides at the narrow point of
the pyramid where top management is located, not the base.
Diff: 2
Objective: 6.1
15) The two prevalent organizational structure models in today's world are the organic
organization and the inorganic organization.
Answer: FALSE
Explanation: The two structures are termed organic and mechanistic.
Diff: 1
Objective: 6.2
3
16) A mechanistic organization is bureaucratic and hierarchical.
Answer: TRUE
Explanation: Mechanistic organizations are formal, hierarchical, impersonal, specialized, and
heavily dependent on rules and protocols.
Diff: 2
Objective: 6.2
17) An organic organization tends to be flexible and have few formal rules.
Answer: TRUE
Explanation: An organic organization tries to be nimble in a dynamic business climate, paring
down bureaucratic complexity and focusing on innovation, flexibility, and creativity.
Diff: 2
Objective: 6.2
18) Innovators need the efficiency, stability, and tight controls of a mechanistic structure rather
than an organic structure.
Answer: FALSE
Explanation: Innovators usually do better in a flexible organic structure where they are given
leeway to think creatively.
Diff: 2
Objective: 6.2
Learning Outcome: Describe the innovation process and identify strategies for stimulating
creativity and innovation
19) The relationship between organizational size and structure tends to be linear.
Answer: FALSE
Explanation: The greater the size of the organization, the more mechanistic it tends to be.
However, the relationship is not at all linear but rather seems to jump at certain levels in numbers
of employees. An organization with fewer than 100 employees, for example, may be very
organic, while adding just a few more employees could cause the organization to suddenly take
on more mechanistic characteristics.
Diff: 3
Objective: 6.2
20) Joan Woodward attempted to view organizational structure from a technological perspective.
Answer: TRUE
Explanation: Woodward looked at how production methods affected organization structure.
Diff: 2
AACSB: Use of information technology
Objective: 6.2
4
21) Woodward concluded that mass production worked best with an organic organizational
structure.
Answer: FALSE
Explanation: Woodward found that a mechanistic structure, rather than an organic structure,
worked best with mass production technology.
Diff: 2
Objective: 6.2
22) The stability of a mechanistic structure seems to work best in today's dynamic and uncertain
business environment.
Answer: FALSE
Explanation: Most managers feel that today's dynamic environment calls for a more organic
approach, not a more mechanistic approach.
Diff: 2
Objective: 6.2
23) The strength of a simple structure is that it is flexible.

Answer: TRUE
Explanation: The simple structure is most widely used in smaller businesses and its strengths
should be obvious. It's fast, flexible, and inexpensive to maintain, and accountability is clear.
Diff: 2
Objective: 6.3
24) A strength of a functional structure is that it avoids duplication.

Answer: TRUE
Explanation: Putting specialties together makes departments efficient. For example, expensive
equipment can get used in one central place, eliminating the need for the same equipment to be
located elsewhere in the organization.
Diff: 2
Objective: 6.3
25) A weakness of the divisional structure is that duplication tends to occur.

Answer: TRUE
Explanation: A divisional structure can duplicate entire departments whose tasks could
otherwise be carried out by a single, centrally located department.
Diff: 2
Objective: 6.3
5
26) In a team structure, team members are not held responsible for their decisions.
Answer: FALSE
Explanation: The opposite occurs—team members make decisions and are accountable for their
decisions.
Diff: 2
Objective: 6.3
27) In a team structure, there is a clear line of managerial authority from top to bottom.
Answer: FALSE
Explanation: A team makes decisions on its own. For the most part, a team is not subject to
decisions or orders that come from outside the team.
Diff: 2
Objective: 6.3
28) Employees in an organization with a matrix design can have two bosses for the same job.
Answer: TRUE
Explanation: An employee in a project group can have a project manager in addition to a
manager from his or her functional department.
Diff: 2
Objective: 6.3
29) A significant advantage of the matrix structure is the clear chain of command from top to
bottom of the organization.
Answer: FALSE
Explanation: In a matrix structure in which employees can have multiple supervisors, the chain
of command can become confused and conflicts can arise.
Diff: 2
Objective: 6.3
30) When employees in a matrix structure finish a project, they go back to their functional
department.
Answer: TRUE
Explanation: A matrix structure maintains departments. When projects are finished, employees
return to their original department.
Diff: 2
Objective: 6.3
6
31) When employees in a project structure finish a project, they go back to their original
department.
Answer: FALSE
Explanation: In a project structure, an employee has no original department. Instead, after the
project ends the employee enrolls in a new project.
Diff: 2
Objective: 6.3
32) Vertical boundaries separate employees by their rank in an organization.

Answer: TRUE
Explanation: Vertical boundaries refer to the classic corporate pyramid in which rank is
measured by how high vertically an employee is on the pyramid.
Diff: 2
AACSB: Analytic thinking
Objective: 6.3
33) Horizontal boundaries separate employees by the amount of power they have in an
organization.
Answer: FALSE
Explanation: Horizontal boundaries separate employees by what they specialize in, not how
much power they have.
Diff: 2
Objective: 6.3
34) A virtual organization relies on freelancers who have no permanent status or position in the
organization.
Answer: TRUE
Explanation: Virtual organizations keep a skeleton staff and rely on the talents of free agents
who perform the work that the organization does.
Diff: 2
Objective: 6.3
35) Managers want to eliminate boundaries in organizations primarily to increase stability and
reduce flexibility.
Answer: FALSE
Explanation: Managers primarily want to increase flexibility in boundaryless organizations
without jeopardizing stability.
Diff: 2
Objective: 6.3
7
36) Horizontal boundaries separate employees by the specialization of their job.
Answer: TRUE
Explanation: Horizontal boundaries mark the difference between, for example, an ad executive
and a member of a creative advertising team. Both may have equal ranks in the organization, but
they are separated by what they do.
Diff: 2
Objective: 6.3
37) A network organization uses its own employees and outside suppliers to provide manpower
for projects.
Answer: TRUE
Explanation: A network organization uses its own employees to do some work activities and
networks of outside suppliers to provide other needed product components or work processes.
This organizational form is sometimes called a modular organization by manufacturing firms.
Diff: 2
Objective: 6.3
38) All learning organizations share a distinct structure.

Answer: FALSE
Explanation: Learning organizations take on a variety of different structures. Each structure is
customized for the organization and the work that it does.
Diff: 2
AACSB: Communication abilities
Objective: 6.4
Learning Outcome: Discuss the factors that affect how individuals behave and learn within an
organization
39) The biggest issue in workers working at home or off-site involves fairness.
Answer: FALSE
Explanation: The biggest off-site work issue is security.
Diff: 2
Objective: 6.4
organization
8
40) A learning organization puts an enormous amount of effort on making sure that all of its
employees are enrolled in some kind of university level class.
Answer: FALSE
Explanation: Learning organizations focus on learning, adapting, and changing within the
business environment, not taking classes.
Diff: 2
AACSB: Communication abilities
Objective: 6.4
organization
41) Organizations that implement flextime programs allow employees to work at home for some
of the work day.
Answer: FALSE
Explanation: Working from home is called telecommuting and gives employees flexibility with
regard to time and location of work. Flextime gives flexibility in time.
Diff: 2
Objective: 6.4
42) Contingent workers may make up to 40 percent of the workforce by the end of the decade.
Answer: TRUE
Explanation: The use of contingent workers who do jobs by the piece is increasing every year.
Diff: 3
AACSB: Ethical understanding and reasoning abilities
Objective: 6.4
43) Organizational design requires a manager to ________.

A) organize groups within an organization
B) change the culture of an organization
C) change or develop the structure of an organization
D) change the logo of an organization
Answer: C
Explanation: C) By definition, organizational design requires that an individual develop or
change an organization's structure. Changing organizational culture or organizing groups may
influence structure in minor ways, so those choices are incorrect. Changing the logo of the
organization also does not constitute creating or significantly modifying the organization's
structure.
Diff: 1
Objective: 6.1
9
44) All of the following are part of the process of organizational design EXCEPT ________.
A) deciding how specialized jobs should be
B) determining rules for employee behavior
C) determining the level at which decisions are made
D) determining goals for the organization
Answer: D
Explanation: D) Organizing jobs, formulating rules, or clarifying a decision-making process are
clearly examples of developing an organization's structure. Determining goals is part of
establishing an organization's mission, not creating its structure that will help carry out that
mission.
Diff: 2
Objective: 6.1
45) Which of the following are NOT basic elements of organizational structure?
A) work specialization, span of control
B) chain of command, line authority
C) centralization, decentralization
D) departmentalization, formalization
Answer: B
Explanation: B) The six elements of organizational structure are given in the three incorrect
choices: work specialization, span of control, centralization, decentralization,
departmentalization and formalization. Chain of command and line authority are not included as
basic elements of organizational structure, so "chain of command, line authority" is the correct
response.
Diff: 2
Objective: 6.1
46) Which of the following is synonymous with work specialization?

A) division of labor
B) job discrimination
C) chain of command
D) job preference
Answer: A
Explanation: A) Division of labor is the only term among the four choices that describes how
work is specialized. Job discrimination describes how employees are mistreated in the job
market. Job preference describes how employees select jobs. Chain of command describes
authority relationships in organizations.
Diff: 2
Objective: 6.1
10
47) Which statement accurately defines work specialization?
A) It is the degree to which tasks are grouped together.
B) Individual employees specialize in doing part of an activity rather than the entire activity.
C) Jobs are ranked relative only to their worth or value to the businesses.
D) Work specialization clarifies who reports to whom.
Answer: B
Explanation: B) The choice regarding the degree to which tasks are grouped together describes
departmentalization, not specialization. The choices regarding ranking jobs and work
specialization both describe a power relationship in an organization, so they are incorrect. The
choice regarding individual employees accurately identifies the idea that work specialization
requires dividing a task into parts, so it is the correct response.
Diff: 3
Objective: 6.1
48) Early supporters of work specialization saw it as ________.

A) a reliable way to increase productivity
B) a good way to increase employee morale
C) a source of innovation
D) an immoral way to coerce workers into greater productivity
Answer: A
Explanation: A) Work specialization has never been seen as a way to increase productivity or
innovation. Work specialization was seen as an excellent but ultimately limited way to increase
productivity, so "a reliable way to increase productivity" is the correct response.
Diff: 2
Objective: 6.1
49) Early users of work specialization in the early twentieth century found that the practice
ultimately resulted in ________.
A) higher profits and better employee morale
B) bored workers with low morale
C) huge and permanent productivity gains
D) better communication among employees
Answer: B
Explanation: B) While managers initially saw profit and productivity gains in work
specialization, the gains were not huge, not permanent, and not accompanied by increases in
morale, so these choices are incorrect. Better communication was never observed by managers
so that choice is incorrect. After initial gains, managers did see an inevitable drop in morale of
employees as they contended with drudgery, making "bored workers with low morale" the
correct response.
Diff: 3
AACSB: Ethical understanding and reasoning abilities
Objective: 6.1
11
50) Today, managers favor this approach instead of work specialization.
A) All tasks are performed by all employees.
B) Partners switch jobs every half hour.
C) Employees perform a broad range of tasks.
D) Monotonous tasks are shared by all employees.
Answer: C
Explanation: C) Today's managers prefer an approach in which employees perform many tasks,
eliminating monotony. The other choices given here have been tried in isolated cases, but none
constitutes a prevalent approach of today's managers.
Diff: 2
Objective: 6.1
51) Functional departmentalization groups jobs by ________.

A) tasks they perform
B) territories they serve
C) products or services they manufacture or produce
D) type of customer they serve
Answer: A
Explanation: A) The choice regarding territories describes geographic departmentalization,
while the choice regarding products or services describes product departmentalization, and the
choice regarding type of customer describes customer departmentalization. That makes "tasks
they perform" the correct response, as functional departmentalization groups employees by the
jobs they perform.
Diff: 2
Objective: 6.1
52) ________ departmentalization is based on territory or the physical location of employees or

customers.
A) Functional
B) Product
C) Geographic
D) Matrix
Answer: C
Explanation: C) Among the four choices, only "geographic" refers to territory, so "geographic"
is the correct choice.
Diff: 1
Objective: 6.1
12
53) A soap company that features a bath soap department, a laundry detergent department, and a
dish soap department is using which of the following?
A) process departmentalization
B) functional departmentalization
C) product departmentalization
D) customer departmentalization
Answer: C
Explanation: C) The soap company clearly is organizing by product, not a particular process, the
job people do, or the customer that is served. That makes "product departmentalization" the
correct response.
Diff: 2
Objective: 6.1
54) What kind of departmentalization would be in place in a government agency in which there
are separate departments that provide services for employers, employed workers, unemployed
workers, and the disabled?
A) product
B) geographic
C) outcome
D) customer
Answer: D
Explanation: D) Employed workers, unemployed workers, employers, and disabled workers are
categories of people who will use the agency's services—its customers. Therefore, "customer" is
correct and the other choices incorrect.
Diff: 2
Objective: 6.1
55) State motor vehicle offices usually use this kind of departmentalization.
A) product
B) functional
C) customer
D) process
Answer: D
Explanation: D) Motor vehicle offices organize, for example, by the process of getting a driver's
license. First the customer fills out forms, then takes an eye test, then takes a written test, and so
on. This makes "process" correct.
Diff: 2
Objective: 6.1
13
56) The line of authority that extends from the upper levels of management to the lowest levels
of the organization is termed the ________.
A) chain of responsibility
B) unity of command
C) staff authority
D) chain of command
Answer: D
Explanation: D) Unity of command refers to a single authority prevailing when organizational
conflicts arise rather than a hierarchical authority. Staff authority refers to the authority that staff
managers have over support personnel. Only the chain of command describes the hierarchical
relationship between levels of an organization with respect to authority, so that is the correct
response. "Chain of responsibility" is incorrect because it is not a recognized term.
Diff: 1
Objective: 6.1
57) The chain of command answers this question.

A) Where do I go for help?
B) How do I know when the task is complete?
C) What are the rules?
D) Who reports to whom?
Answer: D
Explanation: D) The classic description of the chain of command is that it determines who
reports to whom. The other questions given here—asking for help, knowing when work is
complete, and learning the rules—do not explicitly involve authority, so they are incorrect.
Diff: 2
Objective: 6.1
58) Authority gives an individual the right to do this.

A) give orders
B) reprimand employees
C) command respect
D) obey orders
Answer: A
Explanation: A) Authority confers the right to direct subordinates and, if necessary, issue
commands and orders, making "give orders" the correct response. Reprimanding may be done by
superiors to subordinates, but it is not an explicit part of authority. Commanding respect is
completely independent of authority—although practically speaking, authority is hard to
establish without it. Finally, all employees have the "right" to obey orders, not just a person with
authority, making "obey orders" incorrect.
Diff: 1
Objective: 6.1
14
59) In the chain of command, each person above you ________.
A) has special privileges
B) receives higher pay
C) has line authority
D) has no right to give you orders
Answer: C
Explanation: C) Line authority is the explicit right to issue orders to a subordinate. People of
higher rank may or may not receive special privileges or more pay than people below, so those
choices are incorrect. Finally, "has no right to give you orders" can be eliminated because it is
the opposite of the correct answer.
Diff: 2
Objective: 6.1
60) Staff managers have authority over ________.

A) special support employees only
B) line managers
C) middle managers
D) the person above them in the chain of command
Answer: A
Explanation: A) Staff managers have authority only over the special support staff they control.
Staff managers typically do not exercise authority over other employees, even if they outrank
them. This makes "special support employees only" the correct response and the other three
choices incorrect because they all identify people other than support staff.
Diff: 2
Objective: 6.1
61) Line authority gives a manager the ability to direct the work of ________.
A) any employee in the firm
B) any subordinate
C) any subordinate, after consulting with the next higher level
D) only subordinates one level down
Answer: B
Explanation: B) Line authority is the explicit right to issue orders or direct the activities of any
subordinate. Line authority confers this right to a manager without any prior consultation with
higher-ups. This makes "any subordinate" the correct response. "Any subordinate, after
consulting with the next higher level" is incorrect because line authority extends only downward,
not up to higher-ranking individuals.
Diff: 2
Objective: 6.1
15
62) ________ prevents a single employee from getting conflicting orders from two different
superiors.
A) Line authority
B) Unity of command
C) Staff authority
D) Chain of command
Answer: B
Explanation: B) Chain of command, line authority, and staff authority are involved in
determining how organizational orders and discipline are handled. However, only unity of
command deals explicitly with resolving conflicting orders, so it is the correct response.
Diff: 2
Objective: 6.1
63) The importance of unity of command has diminished in today's workplace because of its
tendency to be ________.
A) inflexible and inefficient
B) ethically questionable
C) chauvinistic and dictatorial
D) too decisive
Answer: A
Explanation: A) Unity of command is a principle that establishes absolute authority of the
superior in an organization. In today's workplace, flexibility is valued over authority so unity of
command has been downgraded. This makes "inflexible and inefficient" the correct response.
Unity of command is not ethically questionable, so that choice can be eliminated. Similarly,
though there may be an element of veracity in the remaining two choices, they can both be ruled
out since being dictatorial or overly decisive are not causes of the diminution of unity of
command.
Diff: 2
Objective: 6.1
64) Which of the following statements is true?

A) Power is a right.
B) Authority is one's ability to influence decisions.
C) Authority is a right.
D) Both power and authority are rights.
Answer: C
Explanation: C) The choices indicating that power is a right and authority is one's ability to
influence decisions have the facts reversed. Power, not authority, is the ability to influence
decisions, and authority is a right. That makes the choice indicating that authority is a right the
correct response and also rules out the remaining choice since authority alone is a right.
Diff: 2
Objective: 6.1
16
65) ________ is the obligation or expectation to perform a duty.
A) Responsibility
B) Unity of command
C) Chain of command
D) Span of control
Answer: A
Explanation: A) By definition, responsibility is the obligation to perform duties that have been
assigned, so that is the correct choice. An employee's responsibility is to complete the task that
he or she has been assigned. Two of the other choices here, "unity of command" and "chain of
command," refer to giving and following orders, so they can be eliminated. Span of control
refers to the number of employees who report to a manager, so it also is an incorrect choice.
Diff: 1
Objective: 6.1
66) The personal secretary of a top manager may have ________.

A) power but not authority
B) authority but not power
C) power and authority
D) line authority but not staff authority
Answer: A
Explanation: A) A secretary who controls access to the boss wields power in his or her ability to
grant people entrance, but he or she does not have authority to issue orders or assignments.
Therefore, the secretary has power without authority. This makes "power but not authority" the
correct choice and renders the other three choices incorrect.
Diff: 3
Objective: 6.1
67) Which of the following statements is true?

A) Power is a type of authority.
B) Authority and power are identical.
C) Authority is a type of power.
D) Power is determined by horizontal position in an organization.
Answer: C
Explanation: C) Authority is a subset of power. Authority is the power to give orders and make
assignments. This makes "authority is a type of power" the correct choice and causes "power is a
type of authority" and "authority and power are identical" to be incorrect because neither one of
them identifies authority as a type of power. Finally, "power is determined by horizontal position
in an organization" is incorrect because power is determined by both the horizontal and vertical
position of a person in an organization.
Diff: 3
Objective: 6.1
17
68) As represented in a power cone, power is based on ________.
A) vertical position only
B) horizontal position only
C) distance from the center only
D) vertical position and distance from the center
Answer: D
Explanation: D) Vertical position by itself determines authority, not power, so "vertical position
only" is incorrect. Horizontal position on its own determines neither power nor authority, so
"horizontal position only" is incorrect. Distance from the center only partly defines power, so
that choice is incorrect. The remaining choice gives the correct relationship: power is determined
by both vertical position and the distance from the center power core of the diagram.
Diff: 3
Objective: 6.1
69) As represented in a hierarchical organization diagram, authority is based on ________.

A) vertical position only
B) horizontal position only
C) distance from the center only
D) horizontal and vertical position
Answer: A
Explanation: A) In a hierarchical organization diagram, vertical position is a measure of
authority. The person at the top, therefore, has the most authority and the person on the bottom
the least, making "vertical position only" the correct choice. The three other listed possibilities
feature a horizontal dimension, so they are incorrect.
Diff: 3
Objective: 6.1
70) A construction site supervisor who sees an impending thunderstorm and tells workers to go
home is demonstrating ________.
A) line authority
B) staff delegation
C) provisional accountability
D) responsibility
Answer: A
Explanation: A) This is a perfect example of line authority: the supervisor is exercising the
authority to make a decision and give an order to subordinates without consulting any of his
superiors. This makes "line authority" correct and rules out the other three choices.
Diff: 2
Objective: 6.1
18
71) ________ is the power that rests on the leader's ability to punish or control.
A) Reward power
B) Coercive power
C) Expert power
D) Referent power
Answer: B
Explanation: B) Coercive power is the power that comes from fear, so the ability to punish or
control is a coercive power. This makes "coercive power" correct. The leader is not using
expertise, access, or some kind of premium or bonus to influence others, so these choices are
incorrect.
Diff: 2
Objective: 6.1
72) A bank manager who passes out bonuses at the end of the year is exercising this.
A) reward power
B) coercive power
C) expert power
D) referent power
Answer: A
Explanation: A) A bonus is a type of reward, so the manager is exercising reward power. The
power is not based on fear (coercive power), expertise, or knowing someone (referent power), so
none of these choices is correct.
Diff: 2
Objective: 6.1
73) Your firm's attorney has ________ power when giving legal advice.
A) legitimate
B) status
C) expert
D) coercive
Answer: C
Explanation: C) Legal advice is a type of expertise, so "expert" is the correct response. The
attorney's power is not based on fear, so "coercive" is incorrect. "Legitimate" and "status" are
both incorrect because they refer to a type of hierarchical power, not power that comes from
expertise.
Diff: 2
Objective: 6.1
19
74) ________ is the power that arises when a person is close to another person who has great
power and authority.
A) Expert power
B) Referent power
C) Reward power
D) Legitimate power
Answer: B
Explanation: B) The boss's secretary is a classic case of referent power—his or her power is
based on the ability to give access to an important person, the boss. This makes "referent power"
the correct response. The other three choices are incorrect because none of the three describes the
power that comes from proximity and access to a person who has power or resources.
Diff: 2
Objective: 6.1
75) When a top manager decides to hire an individual over the objections of her staff, she is
exercising which kind of power?
A) referent
B) expert
C) coercive
D) legitimate
Answer: D
Explanation: D) When the manager does what she wants over the objection of subordinates, she
is exploiting her position of authority in the vertical organizational hierarchy—in other words,
she is using legitimate power. None of the other choices refers to the vertical power that comes
from one's position in the corporate pyramid.
Diff: 3
Objective: 6.1
76) The traditional view holds that managers should not directly supervise more than ________
subordinates.
A) three or four
B) five or six
C) seven or eight
D) nine or ten
Answer: B
Explanation: B) Classical studies and observations limited the number of employees under a
single manager to six, making five or six correct. This view has recently evolved. As
organizations become more sophisticated and workers become better trained and more
accountable, the span of control has increased in size.
Diff: 1
Objective: 6.1
20
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no related content on Scribd:
As for Mr. Trimblerigg, having found that there was no public for it, he
relinquished goodness of the first water, and fell back upon relative
goodness and relative truth, in which, as a matter of fact, he had a
more instinctive belief.
CHAPTER TWENTY-TWO
Intimations of Immortality
WHEN nations which preach Christianity go to war, their truth has
necessarily to become relative; they cannot tell the truth about
themselves; they cannot tell the truth about their enemies; still less
can they tell the truth about Christianity. For doing that last, a Free
Church minister in a certain land of hope and glory lying West,—he
had merely issued the Sermon on the Mount as a circular—was
tarred and feathered as a demonstration of Christian-mindedness by
his belligerent fellow-countrymen. And nearly everybody said that it
served him right.
So when Relative Truth became a spiritual as well as a military
necessity, Mr. Trimblerigg, the inventor of the doctrine in its most
modern form, came gloriously into his own. In other words he
became the fashion.
The War gave him the time and the opportunity of his life. He had
begun by adopting—first pacifism, then benevolent neutrality; but he
saw quickly that there was not a public for either. And as he listened
to the heart-beats of his countrymen roused for battle, a quick
application of his doctrine of Relative Truth restored his mind to
sanity. After that he never wavered; and though he often spoke with
two voices, one day telling the workers, whom he was sent to preach
to, that they were heroes, and another that they were slackers, and
victims of drink; one day demonstrating that the National Executive’s
action had always come just too late, another that it had always
come miraculously up to time; one day protesting the mildness and
equity of his country’s intentions toward those who were
unnecessarily prolonging the war, another—when prospects began
to look brighter—threatening things of a much more drastic
character, in terms drawn from the prize-ring; though thus from day
to day and week to week, he spoke in varied tones, fitting himself to
the occasion, always a forefront figure, occasionally pushing others
out of his way; nevertheless his motive and aim remained constant
(nor when nations go to war is anything more necessary for their
salvation)—the ardent assertion, namely, of the absolute
righteousness of his country’s cause, and of the blameless
antecedents leading up to it.
And though Mr. Trimblerigg’s truth was often extremely relative, it
was nearly always successful; and if any man by tireless energy,
resilient spirits, continuous ubiquity in pulpit and on platform,
alertness, invention, suggestiveness, adaptability, rapid change of
front in the ever-shifting tactics of propaganda,—now conciliatory
and defensive, meek but firm; now whole-heartedly aggressive and
vision-clear of coming victory—if by such qualities, richly and rapidly
blended outside the direct line of fire, any man could ever be said to
have won a war, in a larger and wider sense than the little drummer
boy who lays down his life for his drum,—that compliment might
have been paid, when all was done, to the unbloodstained Mr.
Trimblerigg,—and was.
In the person of Mr. Trimblerigg the Free Evangelical Church had
lifted up its head and neighed like a war-horse, saying among the
trumpets, ha! ha! to the thunder of the captains and the shouting:
and in the person of Mr. Trimblerigg thanks were publicly tendered to
it, when all the fighting was over. And though Mr. Trimblerigg
received neither title, nor outward adornment, nor emolument, he
became, from that day on, a figure of international significance,—the
first perhaps since great old combative Martin Luther, to attain so
high and controversial a prominence in divided Christendom on his
spiritual merits alone.
It may sound cynical to say that the greatness of nations has very
largely been built up on the lies they have told of each other. And yet
it is a true statement; for you have only to compare their histories,
and especially the histories of their wars (upon which young patriots
are trained to become heroes), in order to realize that the day of
naked and unashamed truth has not yet arrived: that so long as
nations stand to be worshipped, and flags to be fought for, truth can
only be relative. From which it follows that while nations are at war
too much truth is bad for them; and not only for them but for religion
also. And that is where and why Mr. Trimblerigg found his place, and
fitted it so exactly. I leave it at that. He became a national hero; and
truly it was not from lack of courage or conviction that he had seen
no fighting. He was short, and fat, and over forty; and his oratorical
gifts were more valuable where the sound of gunfire did not drown
them; otherwise he would have preached his gospel of the relative
beatitudes as willingly from the cannon’s mouth as from anywhere.
A day came, gunfire having ended, when he, and an Archbishop,
and a Prime Minister all stood on a platform together, and spoke to
an exalted gathering too glittering in its rank and distinction to be
called an assembled multitude, though its mere numbers ran into
thousands. The Archbishop sat in the middle; and the two ministers,
the political and the spiritual, sat on either side of him; and if they
were not as like each other as two peas, and did not, by both
speaking at once, rattle together like peas upon a drum, they were
nevertheless birds very much of a feather; and when it came to the
speaking, they fitted each other wonderfully. The Archbishop came
first and spoke well; the Prime Minister followed and spoke better;
Mr. Trimblerigg came last and spoke best of all. The audience told
him so; there was no doubt of it. Field-Marshals and Rear-Admirals
applauded him, Duchesses waved their handkerchiefs at him; a
Dowager-Countess, of Low Church antecedents, became next day a
member of the Free Evangelicals; the mere strength of his
personality had converted her.
Mr. Trimblerigg might well think after this that a visible halo, though
not necessary, had it reappeared just then, would not have come
amiss. From his point of view the meeting could not have been more
successful; he went down from the platform more famous than when
he went up on it. And it was not his speech alone that did it: it was in
the air.
The great Napoleon was said to have a star: Mr. Trimblerigg had an
atmosphere; and though it was not really the larger of the two, to his
contemporaries on earth it seemed larger.
It was just about this time, when Mr. Trimblerigg was obviously
becoming a candidate for national honours after his death, that he
attended the public funeral of a great Free Church statesman whose
war-winning activities had been closely associated with his own. And
as of the two, Mr. Trimblerigg had played the larger part, the
prophetic inference was obvious; and though in that high-vaulted
aisle, amid uniforms and decorations and wands of office, his
demure little figure looked humble and unimportant, he was a
marked man for the observation of all who had come to observe.
It was an occasion on which Free Churchmen had reason to feel
proud. Impelled by the feeling of the nation—still in its early days of
gratitude before victory had begun to taste bitter—the Episcopal
Church had opened her doors to receive, into that place of highest
honour, the dust of one who had lived outside her communion and
politically had fought against her. But it was dust only (ashes, that is
to say); and while to Mr. Trimblerigg’s perception the whole
ceremony, the music, the ritual, the vestments, the crape-scarved
uniforms, and the dark crowd of celebrities which formed a
background, were deeply impressive in their beauty and symbolism,
the little casket of cremated ashes at the centre of it all was not.
In that forced economizing of space, the sense of the individual
personality had been lost, or brought to insignificance. It gave him an
uncomfortable feeling; he did not like it; he wondered why. So long
as his thoughts went linked with the indwelling genius of that temple
of famous memories he felt thrilled and edified; but whenever his eye
returned to the small casket, he experienced a repeated shock and
felt discomfited. The condition here imposed, to make national
obsequies possible, seemed to him not merely a humiliating one; it
spelt annihilation; what remained had ceased to be personal. The
temple became a museum; in it with much ceremony an exhibit was
being deposited in its case.
And so, pondering deeply on these things, he returned home; and
added to his will (signing and dating it with a much earlier date) an
instruction for his executors, ‘My body is not to be cremated.’
Genius is economy. It could not have been more modestly done.
Somewhere or another, very near to where he had stood that
afternoon, a grave was waiting for him. Those few strokes of the pen
had decided that its dimensions should be not eighteen inches by
ten; but five feet four by two.
But the time was not yet: the instruction added to his will need not
begin to take effect for a good many years. Meanwhile his corner of
immortality waited for him, measured by himself to suit his own taste.
It came back to him then as a pleasant simile of fancy, that he had
had an uncle who was an undertaker. It ran in the family. Here was
Mr. Trimblerigg—his own!
CHAPTER TWENTY-THREE
Peace-Work
TO become the spiritual voice of a nation is a rare experience, and in
the history of the race it has come to the individual but seldom. But
when it happens, he is a greater power than military leader, or
politician, or popular preacher, unless in one man all three functions
find themselves combined; then, without much justification in fact, a
people may mistake the combination for the more rare and genuine
article.
It could not exactly be said of Mr. Trimblerigg at this time that he was
a military leader; but the idea had been industriously disseminated,
by his admirers and by himself during the war, that had he been he
would have been a brilliant one. Nor was he exactly a politician; but
he had been very busy and energetic in putting the politicians right,
so that, as they went out of favour in public estimation, he came in.
For the rest, a popular preacher he was, and a very wonderful one;
though it is a curious fact that his sermons and speeches do not read
well in print. Mr. Trimblerigg’s orations were gymnastic exercises and
histrionic performances combined; and these things lose their effect
when reduced to print. Nevertheless he had now become a Voice,
and the sound of him travelled wherever his native tongue was
spoken, war-conditions having given it an atmosphere that it could
fill.
His military instinct he had mainly shown by running about in
moments of crisis and pinning his faith to commanders who up till
then had escaped defeat. When he found he had made a mistake,
he dropped them so quickly that nobody remembered he had ever
believed in them; and having thus discovered three or four and lost
them again, he finally hit upon the right one. Having done that, he did
not allow it to be forgotten, so that the reputation which survived the
final and triumphant catastrophe remained partly his.
His political instinct produced more definite and more solid results;
he persuaded the politicians to do a lot of things which at other times
they would not have dared. Some of these things were not very
scrupulous, and others were not very successful; but they were all
military necessities, and as only the relative truth was told about
them, they took their place in the general scheme of things; and if
they did not exactly do good, they were good for the morale of the
nation for the time being.
And while he thus persuaded the politicians to do things hitherto
impossible for the benefit of the whole nation, he persuaded the Free
Evangelicals also; and in his own time and his own way he secured
for Isabel Sparling and others the desire of their souls which had
been so long denied them. But in that matter, though the thing was
done well and quickly when it was done, he missed something of his
intended effect from the fact that the whole world was then so busy
about war that nothing else seemed much to matter. The sudden
admission of women to the ministry appeared then a mere side-
issue, an emergency measure devised to meet the shortage of men
theologically qualified for the vacant pastorates of congregations
abruptly depleted of their young male element. Thus Mr.
Trimblerigg’s very real achievement in the pulpiteering of women
was regarded, even among the Free Evangelicals, far more as a
war-product than as his own.
Also for Isabel Sparling herself, whom he wished to impress, it had
ceased much to matter. She had become a Second Adventist; and
among the Second Adventists it was admitted that women could
prophesy as well as men. Miss Sparling had gone prophesying to
America; and had caused a great sensation in New York by
prophesying that Brooklyn Bridge had become unsafe, and would fall
if America did not enter the war. She gave a date: and America
saved Brooklyn Bridge to posterity only just in time. After that the
success of Miss Sparling’s American mission was assured; and
whenever the States seemed momentarily to slacken in their
purpose or diminish in their zeal for the rescue of a civilization they
did not understand, Miss Sparling selected some cherished
institution or monument, and began threatening its life; and when,
after due warning a bomb was discovered inside the statue of Liberty
just preparing to go off, she got headlines for Second Adventism
which had never been equalled since Barnum’s landing of Jumbo
(representative of a still older civilization than that which was now
imperilled) some forty years before.
All this is told here merely to indicate what a match to himself Mr.
Trimblerigg had missed by not marrying Isabel Sparling in the days
of his youth. Had they only put their heads together earlier, kingdoms
might have come of which the world has now missed its chance—not
knowing what it has missed; for there can be no doubt that its
spiritual adhesions are not now what they were ten years ago; the
pulpit has sagged a little on its foundations and congregations have
become critical, sceptical even, though they still attend. The doctrine
of Relative Truth has undone more than it intended; and though Mr.
Trimblerigg was not a disappointed man at the moment when war
declared itself over, disappointment was waiting him.
Not at first, as I say. At first, no doubt, as he pulled the wires, he
thought he was plucking from harpstrings of gold, harmonies which
could be heard in Heaven. But his atmosphere affected him; and just
when victory brought him spiritual opportunities such as had never
been his before, he had a sharp attack of the Old Testament, and his
self-righteousness became as the self-righteousness of Moses and
the prophets all rolled into one.
It was then, perceiving that a huge and expectant public was waiting
for him to give the word, that he sent forth the fiery cross bearing
upon it as the battle-cry of peace the double motto ‘Skin the
Scapegoat,’—‘Hew Agag.’
Both sounded well, and both caught on, and for a brief while served
the occasion: but neither made a success of it. The skinning of the
scapegoat lasted for years; but in the process, it became so
denuded by mange that when the skin was finally obtained it proved
worthless. As for Agag he did not come to be hewn at all, walking
delicately; on the contrary he ran and hid himself in a safe place,
where, though the hewers pretended that they meant to get at him,
they knew they could not. And as a consequence Agag remains
unhewn to this day.
And, as a matter of fact, almost from the first, Mr. Trimblerigg, having
given his public what it wanted, knew that it would be so.
He also knew that in high places it was willed that it should not be
otherwise. And here may be recorded the bit of unwritten history
which brought that home to him.
Everybody to whom mediumistic spiritualism makes any appeal has,
in these last days, heard of Sir Roland Skoyle, the great protagonist
of that artful science, by which in equal proportion the sceptics are
confounded, and the credulous are comforted. And that being, up-to-
date, its chief apparent use in the world, it is no wonder that a certain
diplomatist turned to it when he launched his great peace-making
offensive, after the War was over. For diplomacy having to make its
account equally with those who are sceptical of its benefits, and
those who are credulous, it seemed to his alert and adaptable
intelligence that a little spiritualism behind the scenes might give him
the aid and insight that he required.
The direct incentive came from Sir Roland Skoyle himself. He had
secured a wonderful new medium, whose magnetic finger had a
specialized faculty for resting upon certain people of importance—
people who had been of importance, that is to say—in high circles of
diplomacy; and amongst them some who had been largely
instrumental in bringing the world into the condition in which it now
found itself. Among these—the war-makers and peace-makers of the
immediate past—it was natural, war being over, that the latter should
be in special request, where the problem of diplomacy was to
construct a peace satisfactory to that vast body of public opinion
which had ceased to be blood-thirsty on a large scale, but whose
instinct for retributive justice to be dealt out to the wicked by a court
of their accusers had become correspondingly active.
Sir Roland Skoyle, anxious to impress the Prime Minister with the
value of his discovery, had the happy thought of employing Mr.
Trimblerigg as his go-between. And Mr. Trimblerigg having heard a
certain name, august and revered, breathed into his ear, together
with the gist of a recent communication that had come direct, was
not averse from attending a séance in such select and exalted
company. He had an open mind and plenty of curiosity, and the idea
of sharing with the Prime Minister a secret so compromising that no
one else must know of it, strongly attracted him.
And so the sitting was arranged. And there in a darkened room the
four of them sat,—Sir Roland, the medium, Mr. Trimblerigg, and the
Prime Minister.
The medium was small and dark, and middle-aged; she had bright
eyes under a straight fringe and she spoke with a twang. There was
no doubt which side of the water she had come from. Until the
previous year, except for a few days after her birth, her home had
been the United States. The actual place of her birth was important;
it helped to account for her powers; Sir Roland having recently
discovered that the best mediums were people of mixed origin, born
on the high seas. This particular medium, having been born in the
mid-Atlantic, was Irish-American.
The theory of sea-born commerce with the world of spirits I leave to
Sir Roland Skoyle and his fellow experts. My own reason for
referring back to birth and parentage is merely that when the
medium had entered into her trance she no longer spoke that rich
broth of a language formed from two which was natural to her; but
acquired an accent and a mode of delivery entirely different; the
accent having in it a faint touch of the Teutonic, the delivery formal,
well-bred, and courtly; even when the speech was colloquial there
was about it a touch of dignity. And while she so spoke, in a manly
voice, the little woman sat with an air like one enthroned.
The Prime Minister sat jauntily, thumbs in waistcoat, and listened as
one interested and amused, but not as yet convinced. To Mr.
Trimblerigg he said chirpily, ‘If the other side got wind of this, and
used it properly, they could drive me out of office.’
‘That makes it all the more of an adventure,’ replied Mr. Trimblerigg.
‘I should be in trouble too. The Free Evangelical Church has
pronounced against—well, this sort of thing altogether: “Comes of
evil”.’
Sir Roland said, ‘In a year’s time we shall have the whole world
converted.’ But Sir Roland was always saying that. Still, table-turning
and its accompaniments had certainly received a great impetus
since the War; for which reason Mr. Trimblerigg took a friendly view
of it.
The medium’s first remark in her changed manner was sufficiently
startling and to the point:
‘Where is my crown?... Put it on.’
Sir Roland resourcefully picked up a small paper-weight, on which a
brass lion sat regardant, and deposited it precariously on the
medium’s hair.
‘Who’ve you got here? Not Eliza, I hope?’ said the Voice.
Sir Roland, in a tone of marked deference, gave the names of the
company. Two of them were graciously recognized. ‘Mr. Trimblerigg?
We have not had the pleasure of meeting him before. How do you
do, Mr. Trimblerigg?’
Mr. Trimblerigg, at a gesture from Sir Roland, bowed over the hand
the medium had graciously extended.
‘Do I kiss it?’ he inquired, doubtful of the etiquette.
Sir Roland discreetly shook his head. The ceremony was over.
There was a pause. Then: ‘Faites vos jeux, Messieurs!’ said the
Voice.
This was unexpected to all; and to one cryptic.
‘What does that mean?’ inquired Mr. Trimblerigg, in whose Free
Church training French had not been included.
The Prime Minister rose lightly to the occasion. ‘It means, or it
practically means, ‘Make your Peace, Gentlemen.’ Then, to the
unseen Presence: ‘The game is over sir,—well over. Now we have
only to collect the winnings.’
This statement of the facts was apparently not accepted: the game
was to go on. ‘Couleur gagne!’ went the Voice; and then again,
‘Faites vos jeux, Messieurs.’
‘Our present game,’ respectfully insisted the Prime Minister, ‘is to
make peace. To you, therefore, Sir, we come, as an authority—in this
matter of peace-making a very special authority. We as victors are
responsible; and we have to find a solution. The peace will not be
negotiated, it will be dictated. The question is on what terms; under
what sanctions; with what penalties? Under a Democracy such as
ours—’
‘Don’t talk nonsense,’ came the Voice, ‘Democracy does not exist.
Invite public opinion; say you agree; then ignore it, and do as you
think best. Sanctions? You will not get good work from a man while
the rope is round his neck; he wastes time and brain thinking how
soon he will die. Penalties? Yes: if you think you can get hold of the
really responsible ones.’
‘We think we can,’ purred the Prime Minister.
‘Dig up the dead, eh? That was the mediæval notion. You tar and
feather their corpses, and you hang them in chains: most indecent,
and no good to anybody. One of them is here now,—“The Man in the
Iron Mask” as we call him,—a much improved character, his world-
politics a failure, they no longer interest him; he plays on the French
horn,—badly, but it amuses him; when he strikes a false note he
calls it the Double Entente. He means that for a joke. He says they
may dig him up and hang him in chains of iron, or brass, or glass-
lustre, or daisies, or anything else if it amuses them. But you are not
proposing to hang anybody, are you?’
Mr. Trimblerigg, voicing his notion in the scriptural phraseology which
had prompted it, explained that skinning for the one, and hewing, not
hanging, for the other was the process proposed.
‘Who is your man?’ the Voice inquired sharply.
Agag was indicated.
Came a dead pause; then, very emphatically, ‘I won’t have him here!’
said the Voice.
Here? His auditors looked at each other in consternation.
What on earth, or above earth, or under earth, did ‘here’ mean?
The Prime Minister and Mr. Trimblerigg had both by now become
convinced that they were in the actual Presence that had been
promised them. But they could not admit to the world, or even to
themselves, that there was a possibility of Agag going to the place
where the Presence was supposed to be; or of the Presence being
in the place where Agag was supposed to be going. They sat like
cornered conspirators.
‘I won’t have it!’ said the Voice, almost violently. ‘We are not on
speaking terms. He and I do not get on together. Send him to Eliza:
she’ll manage him!’
This was more awful still. The Presence and ‘Eliza’, it seemed, were
not in that happy reunion which for Christian families is the expected
thing. Yet as to where Eliza had gone no reasonable doubt was
possible.
‘On ne va plus!’ cried the Voice, and the séance fell into sudden
confusion. ‘I won’t have it! I won’t have it!’ shrieked the medium
coming to, and casting off her crown at the feet of Mr. Trimblerigg.
And the words, beginning in a deep German guttural, ended in Irish-
American.
And that, if the world really wants to know, is why no real attempt
was made to hew or hang Agag, or do anything to him except on
paper in diplomatic notes which meant nothing, and at a General
Election which meant very little more—only that the Prime Minister
and Mr. Trimblerigg were saving their faces and winning temporary,
quite temporary, popularity, which eventually did them as little good
as it did harm to Agag.
The skinning of the scapegoat was not so expeditiously disposed of.
In that case the goat suffered considerably; but the skin was never
really worth the pains it took to remove from his dried and broken
bones.
When will modern civilization really understand that its predilection
for the Old Testament, once a habit, has now become a disease; and
that if it is not very careful the world will die of it.
‘Faites vos jeux, Messieurs!’ Play your game! Sometimes you may
win, and sometimes you may lose; but a day comes when you win
too big a stake for payment to be possible. Then the bank breaks,
and where are you?
CHAPTER TWENTY-FOUR
Circumstances alter Cases
HAD the rescue of the native tribes of Puto-Congo from the
squeezing embrace of modern industrialism and its absentee
shareholders been a fairy-tale, they would have remained a happy
people without a history, and here at least no more would have been
heard of them. But this being the real story, things went otherwise.
It is true that Native Industries Limited not only became itself a
reformed character, but managed, by its control of the river routes
and depots, to impose repentance on the great Puto-Congo
Combine also. There, too, a rout was made of the old Board of
Directors, and the missionary zeal of Free Evangelicalism, with an
admixture of True Belief, held the balance of power. In the first year
shares went down at a run from a thirty to a ten per cent dividend,
and the mortality of indentured labour was reduced in about the
same proportion.
Of course the shareholders grumbled—not at the reduced death-rate
in itself, but at the awkward parallel which its proportional fall
suggested between toll of life and that other toll of a more
marketable kind which mainly concerned them. It was not pleasant to
feel that a reduced ten per cent profit was always going to be the
condition of a reduced ten per cent death-rate: that fifteen per cent of
the one would cause fifteen per cent of the other, and that, by
implication, a life-saving of five per cent might be effected if the
chastened shareholders would stay languidly content with a five per
cent profit. Mr. Trimblerigg himself felt this to be a reflection upon the
reformation he had effected. He had practically promised the
shareholders that decent treatment of the natives would eventually
bring larger profits. He was annoyed that it had not done so, and was
already taking steps to secure more co-ordination and efficiency in
the combined companies when the war supervened and gave to the
relations of the brother races, white and black, a different
complexion.
To put it quite plainly, under war-conditions so far-reaching as to
affect the whole world, humanitarian principles had to take second
place. For the white race, or tribe, or group of tribes in which Mr.
Trimblerigg found himself embraced by birth and moral training was
now saving the world not only for private enterprise and democracy,
but for the black and the brown and the yellow races as well, all
round the globe and back again from San Francisco to Valparaiso.
And so the enlistment of the black races in the cause of freedom—
even with a little compulsion—became an absolute necessity, a
spiritual as well as a military one, and unfortunately the blacks—and
more especially the blacks of Puto-Congo—did not see it in that light
of an evangelizing civilization as the whites did. They did not know
what freedom really was: how could they, having no politics? Their
idea of freedom was to run about naked, to live rent-free in huts of
their own building on land that belonged to nobody, to put in two
hours’ work a week instead of ten hours a day, and when an enemy
was so craven as to let himself be captured alive to plant him head-
downwards in the earth from which he ought never to have come.
That was their view of freedom, and I could name sections of
civilized communities holding very similar views though with a
difference.
Slavery, on the other hand, was having to wear anything except
beads, and nose-rings, and imitation silk-hats made of oilskin, having
to work regularly to order for a fixed wage, and to pay a hut-tax for
the upkeep of a machine-like system of government, for which they
had no wish and in which they saw no sense. And that being so, it
really did not matter whether the power which imposed these
regulations was benevolent in its intentions or merely rapacious,
whether it secured them by blood, or blockade, or by bribing the
tribal chiefs (which was the Free Evangelical method) to get the thing
done in native ways of their own. They did not like it.
Puto-Congo, having sampled it for twenty years, had definitely
decided that civilization was bad for it; and when, under the
evangelizing zeal of Mr. Trimblerigg and his co-religionists,
civilization modified its methods, they beat their drums for joy and
believing that civilization was at last letting them go, ran off into the
woods to play. And though, here and there, their chiefs hauled them
back again and made them do brief spells of work at certain seasons
of the year, they regarded it rather as a cleaning-up process,
preparatory to leave-taking, than as a carrying on of the old system
under a new form; and so they continued to play in the woods and
revert to happy savagery, and especially to that complete nudity of
both sexes which the missionaries so strongly disapproved.
It was that holiday feeling, coming after the bad time they had been
through under the old system—a holiday feeling which even the
chiefs, stimulated by bribes, could not control—which did the
mischief; for it came inopportunely just at the time when, five
thousand miles away, civilization had become imperilled by causes
with which the Puto-Congo natives had nothing whatever to do. If
civilization was so imperilled all the better for them.
It was all very unfortunate: for while the fact that civilization was at
war did not make civilization more valuable to the natives of Puto-
Congo, it did make the natives and their trade-produce very much
more valuable to civilization. Quite half-a-dozen things which they
had unwillingly produced under forced labour in the past—rubber
was one—had now become military necessities. It was no longer a
mere question of profits for shareholders—civilization itself was at
stake. Production had suddenly to be brought back to the thirty per
cent standard; and that holiday feeling, so natural but so untimely in
its incidence, was badly in the way. And so powers were given
(which are not usually given to commercial concerns—though
sometimes taken) and under government authority—a good deal at
the instigation of Mr. Trimblerigg—the Puto-Congo Combine became
exalted and enlarged into the Imperial Chartered Ray River Territory
Company, which was in fact a provisional government with powers of
enlistment civil and military, of life and death, and the making and
administration of whatever laws might be deemed necessary in an
emergency.
Endowed with these high powers, the Directors at home, with every
intention to use them circumspectly and in moderation, instructed
their commissioners accordingly. But when the commissioners got to
work they found, in the face of ‘that holiday feeling,’ that moderation
did not deliver the goods. And since the goods had to be delivered,
lest the world should be lost to democracy, they took advantage of
the censorship which had been established against the promulgation
of news unfavourable to the moral character of their own side, and
took the necessary and effective means to deliver them. And when
the profits once more began to rise, these did not go to the
shareholders but to the Government as a form of war-tribute, and
that, of course, made it morally all right—for the ten per cent
shareholders at any rate—since they knew nothing about it.
And thus, for three or four years, Puto-Congo natives did their bit,
losing their own lives at an ever-increasing death-rate, and saving
democracy which they did not understand, for that other side of the
world which they did not know. They got no war-medals for it and no
promotion; nor were any reports of those particular casualties printed
in the papers. Enough that the holiday feeling went off, and the
goods were delivered. Over the rest, war-conditions and war-
legislation drew a veil, and nothing was said.
And that is why, while war went on, Mr. Trimblerigg and the rest of
the world did not hear of it; or if they heard anything, did not believe
what they heard; for that too is one of the conditions that war
imposes. Truth, then, becomes more relative than ever; which is one
of the reasons why Mr. Trimblerigg was then in his element. But
when the war was sufficiently over for intercommunication to re-
establish itself, and when the skinning of the scapegoat had become
a stale game, and when the hewing of Agag had emphatically not
come off, then Mr. Trimblerigg, and others, began to hear of it. It was
the others that mattered. Mr. Trimblerigg—his war-mind still upon
him, and still suffering from his severe attack of Old Testament—did
not believe it; but the others did, and the others were mainly the
most active and humanitarian section of the Free Evangelicals.
Having already expressed their disapproval of skinning the
scapegoat and hewing Agag, even to the extent of pronouncing
against it at their first annual conference after the war, they now
fastened on the recrudescence of ugly rumours from Puto-Congo
and the adjacent territories, and began to hold Mr. Trimblerigg
responsible.
They had at least this much reason upon their side, that Mr.
Trimblerigg was still chairman of the Directors of Native Industries
Limited, and, by right of office, sat upon the administrative council of
the Chartered Company. And when, as the leakage of news became
larger, it seemed that everything he had formerly denounced as an
organized atrocity was being, or had but recently been done on a
much larger scale by his own commissioners, the cry became
uncomfortably loud, and the war-mind, which can manipulate facts to
suit its case while they are suppressed by law, began to find itself in
difficulties.
Mr. Trimblerigg, faced by certified facts which he continued to deny
or question, began jumping from the New to the Old Testament and
back again with an agility which confused his traducers but did not
convince them; and the allegiance of the Free Evangelicals became
sharply divided. The reunion of the Free Churches for which Mr.
Trimblerigg had so long been working, already adversely affected by
the divergencies of the war, was now strained to breaking.
On the top of this came the news that the natives of Puto-Congo had
risen in revolt and had begun massacring the missionaries, and Free
Evangelical opinion became more sharply divided than ever—
whether to withdraw the missions and cease to have any further
connection with the Chartered Company, or to send out
reinforcements, less spiritual and more military, adopt the policy of
the firm hand, and restore not liberty but order.
Mr. Trimblerigg then announced that he would do both. To the
Administrative Council he adumbrated a scheme for the gradual
development of the Chartered Company, with its dictatorial powers,
into the Puto-Congo Free State Limited, with a supervised self-
government of its own, mainly native but owing allegiance to the
Company on which its commercial prosperity and development
would still have to depend.
Matters were at a crisis, and were rapidly getting worse. Mr.
Trimblerigg had made too great a reputation over Puto-Congo affairs

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Fundamentals of Management

Essential Concepts and Applications

Fundamentals of Management Essential Concepts and

Fundamentals of Management Essential Concepts and

Fundamentals of Management Essential Concepts and

Fundamentals of Management Essential Concepts and

Fundamentals of Management 10th Edition Robbins Test

Fundamentals of Management Canadian 8th Edition Robbins

Management Fundamentals Concepts Applications and Skill

Management Fundamentals Concepts Applications and Skill

1) Organizational design is the process in which managers change or develop an organization's

2) There are four basic elements in organizational structure.

5) Today, most managers see work specialization as a source of ever-increasing productivity.

7) Departmentalization is how jobs are grouped.

23) The strength of a simple structure is that it is flexible.

24) A strength of a functional structure is that it avoids duplication.

25) A weakness of the divisional structure is that duplication tends to occur.

32) Vertical boundaries separate employees by their rank in an organization.

38) All learning organizations share a distinct structure.

43) Organizational design requires a manager to ________.

46) Which of the following is synonymous with work specialization?

48) Early supporters of work specialization saw it as ________.

51) Functional departmentalization groups jobs by ________.

52) ________ departmentalization is based on territory or the physical location of employees or

57) The chain of command answers this question.

58) Authority gives an individual the right to do this.

60) Staff managers have authority over ________.

64) Which of the following statements is true?

66) The personal secretary of a top manager may have ________.

67) Which of the following statements is true?

69) As represented in a hierarchical organization diagram, authority is based on ________.

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