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Contents

Preface xv Experiential Exercise: Ethics in Organizational

Behavior 24
Generating OB Insights 25
PART ONE Nurturing Your Critical Thinking and Reflective
FUNDAMENTALS OF Skills 26
ORGANIZATIONAL BEHAVIOR 1 Facebook Page 3
Engaging Your Brain 4
What Managers Are Reading 8
Chapter 1 What Managers Are Reading 12
The Dynamics of People and On the Job: Microsoft Corporation 16
Organizations 2 On the Job: U.S. Navy 18
Advice to Future Managers 20
CHAPTER OBJECTIVES 2
Understanding Organizational Behavior 4
Definition 4 Chapter 2
Goals 5 Models of Organizational Behavior 28
Forces 5
Positive Characteristics of the Organizational CHAPTER OBJECTIVES 28
Behavior Field 7 An Organizational Behavior System 30
Fundamental Concepts 9 Elements of the System 30
The Nature of People 9 Models of Organizational Behavior 33
The Nature of Organizations 11 The Autocratic Model 36
Basic Approaches of This Book 12 The Custodial Model 37
A Human Resources (Supportive) Approach 13 The Supportive Model 39
A Contingency Approach 13 The Collegial Model 40
A Results-Oriented Approach 14 The System Model 41
A Systems Approach 15 Conclusions about the Models 43
Limitations of Organizational Behavior 17 SUMMARY 45
Behavioral Bias 17 Terms and Concepts for Review 45
The Law of Diminishing Returns 18 Discussion Questions 45
Unethical Treatment of People and Use of Assess Your Own Skills 45
Resources 18 Incident: The New Plant Manager 47
Continuing Challenges 19 Experiential Exercise: The Rapid
Seeking Quick Fixes and Using Old Corporation 48
Solutions 19 Generating OB Insights 48
Varying Environments 20 Nurturing Your Critical Thinking and Reflective
Definitional Confusion 20 Skills 49
SUMMARY 21 Facebook Page 29
Terms and Concepts for Review 21 Engaging Your Brain 30
Discussion Questions 21 On the Job: IKEA Corporation 31
Assess Your Own Skills 22 On the Job: IBM and 3M Co. 38
Incident: The Transferred Sales On the Job: The Calvert Group 39
Representative 23 On the Job: Nashville Bar Association 41

vii
viii Contents
On the Job: Starbucks Coffee Co.
Advice to Future Managers 44
Chapter 3
Managing Communications
CHAPTER OBJECTIVES 52
Communication Fundamentals 54
The Importance of Communication 54
The Two-Way Communication Process 55
Potential Problems 58
Communication Barriers 59
Communication Symbols 61
Pictures 63
The Impact of Barriers on the Communication
Process 64
Downward Communication 65
Prerequisites and Problems 65
Communication Needs 66
Upward Communication 67
Difficulties 67
Upward Communication Practices
Other Forms of Communication
Lateral Communication 71
Social Networking and Electronic
Communication 72
Informal Communication 75
Features of the Grapevine 76
Rumor 76
SUMMARY 77
Terms and Concepts for Review 78
Discussion Questions 78
Assess Your Own Skills 79
Incident: A Breakdown in Communications
Experiential Exercise: Communication
Style 81
Generating OB Insights 81
Nurturing Your Critical Thinking and
Reflective Skills 82
Facebook Page 53
Engaging Your Brain 54
On the Job: Montana Log Homes 57
What Managers Are Reading 58
On the Job: Lake Superior Paper
Industries 63
On the Job: Diamond Tool 67
On the Job: McDonnell Douglas 68
On the Job: Haworth Company 70
Advice to Future Managers 78
43 Chapter 4
Social Systems and Organizational
Culture 84
CHAPTER OBJECTIVES 84
52 Understanding a Social System 86
Social Equilibrium 86
Functional and Dysfunctional Effects 87
Psychological and Economic Contracts 87
Social Culture 89
Cultural Diversity 89
Social Culture Values 90
Role 92
Role Perceptions 93
Mentors 93
Role Conflict 95
Role Ambiguity 96
Status 96
Status Relationships 96
Status Symbols 97
Sources of Status 98
68 Significance of Status 98
71 Organizational Culture 99
Characteristics of Cultures 100
Measuring Organizational Culture 101
Communicating and Changing Culture 102
Fun Workplaces 105
SUMMARY 107
Terms and Concepts for Review 107
Discussion Questions 107
Assess Your Own Skills 108
Incident: Liberty Construction Company 109
Experiential Exercise: Role Perceptions of Students
80 and Instructors 109
Generating OB Insights 110
Nurturing Your Critical Thinking and Reflective
Skills 111
Facebook Page 85
Engaging Your Brain 86
On the Job: Ford Motor Company 87
On the Job: Wipro Limited 92
On the Job: Creative Training Techniques 97
On the Job: National Bank of Georgia,
Home Box Office, and Lake Superior Paper
Industries 99
On the Job: General Mills Co. 100
On the Job: Motorola Company 104
On the Job: Zappos, Inc. 105
Advice to Future Managers 106

PART TWO
MOTIVATION AND REWARD
SYSTEMS 113
Chapter 5
Motivation 114
CHAPTER OBJECTIVES 114
A Model of Motivation 116
Motivational Drives 118
Achievement Motivation 118
Affiliation Motivation 119
Power Motivation 119
Managerial Application of the Drives 120
Human Needs 120
Types of Needs 120
Maslow’s Hierarchy of Needs 121
Herzberg’s Two-Factor Model 122
Alderfer’s E-R-G Model 124
Comparison of the Maslow, Herzberg, and Alderfer
Models 124
Behavior Modification 125
Law of Effect 125
Alternative Consequences 126
Schedules of Reinforcement 128
Interpreting Behavior Modification
Goal Setting 129
Elements of Goal Setting 130
The Expectancy Model 131
The Three Factors 132
How the Model Works 133
Interpreting the Expectancy Model
The Equity Model 135
Interpreting the Equity Model 137
Interpreting Motivational Models 138
SUMMARY 138
Terms and Concepts for Review 139
Discussion Questions 140
Assess Your Own Skills 140
Role-Play: The Downsized Firm 142
Incident: The Piano Builder 142
Experiential Exercise: Are Grades
Motivators? 143
Generating OB Insights 144
Nurturing Your Critical Thinking and Reflective
Skills 144
Facebook Page 115
Engaging Your Brain 117
What Managers Are Reading 119
Contents ix
On the Job: Ladies Professional Golf
Association 126
On the Job: Blandin Paper Co., Pfeiffer-
Hamilton Publishers, and Grandma’s
Restaurants 127
On the Job: Collins Food International 129
On the Job: Ripple River Motel 131
Advice to Future Managers 139
Chapter 6
Appraising and Rewarding
Performance 146
CHAPTER OBJECTIVES 146
A Complete Program 148
Money as a Means of Rewarding Employees 149
Application of the Motivational Models 149
Additional Considerations in the Use of Money 153
Organizational Behavior and Performance
Appraisal 154
Appraisal Philosophy 155
The Appraisal Interview 156
Performance Feedback 157
Economic Incentive Systems 164
Purposes and Types 164
128 Incentives Linking Pay with Performance 164
Wage Incentives 166
Profit Sharing 167
Gain Sharing 168
Skill-Based Pay 169
SUMMARY 170
134 Terms and Concepts for Review 171
Discussion Questions 171
Assess Your Own Skills 172
Incident: Plaza Grocery 173
Experiential Exercise: Performance Appraisal/Reward
Philosophy 174
Generating OB Insights 175
Nurturing Your Critical Thinking and Reflective
Skills 176
Facebook Page 147
Engaging Your Brain 148
On the Job: Lincoln Electric Company 149
What Managers Are Reading 152
On the Job: Wells Fargo Bank 153
On the Job: HCL Technologies 159
What Managers Are Reading 160
On the Job: Nucor Steel Co. 166
On the Job: The Andersen Corporation 168
x Contents
On the Job: Turner Brothers Trucking
Advice to Future Managers 170
PART THREE
LEADERSHIP AND
EMPOWERMENT 177
Chapter 7
Leadership 178
CHAPTER OBJECTIVES 178
The Nature of Leadership 179
Management and Leadership 180
Traits of Effective Leaders 181
Leadership Behavior 182
Situational Flexibility 184
Followership 184
Behavioral Approaches to Leadership
Style 185
Positive and Negative Leaders 185
Autocratic, Consultative, and Participative
Leaders 187
Leader Use of Consideration and Structure 187
Contingency Approaches to Leadership
Style 188
Fiedler’s Contingency Model 188
Hersey and Blanchard’s Situational Leadership
Model 190
The Path-Goal Model of Leadership 191
Vroom’s Decision-Making Model 193
Alternative Perspectives on Leadership
Neutralizers, Substitutes, and Enhancers
for Leadership 195
Coaching 196
An Integrative Model of Leadership
Behaviors 197
Other Approaches 197
SUMMARY 198
Terms and Concepts for Review 198
Discussion Questions 199
Assess Your Own Skills 199
Incident: The Work Assignment 200
Experiential Exercise: Application of Leadership
Models 201
Generating OB Insights 201
Nurturing Your Critical Thinking and Reflective
Skills 202
Facebook Page 179
Engaging Your Brain 180
169 On the Job: Mackay Envelope
Company 181
On the Job: Southwest Airlines 183
What Managers Are Reading 186
Advice to Future Managers 198
Chapter 8
Empowerment and Participation 204
CHAPTER OBJECTIVES 204
The Nature of Empowerment and
Participation 206
What Is Empowerment? 206
What Is Participation? 207
Why Is Participation Popular? 209
How Participation Works 210
The Participative Process 210
The Impact on Managerial Power 211
Prerequisites for Participation 212
Contingency Factors 213
Programs for Participation 217
Suggestion Programs 217
Quality Emphasis 218
Rapid-cycle Decision Making 219
Self-Managing Teams 219
Employee Ownership Plans 220
Flexible Work Arrangements 220
Important Considerations in Participation 221
Benefits of Participation 221
Limitations of Participation 221
A New Role for Managers 223
194 Concluding Thoughts 223
SUMMARY 223
Terms and Concepts for Review 224
Discussion Questions 224
Assess Your Own Skills 225
Incident: Joe Adams 226
Experiential Exercise: Empowerment through
Participation 227
Generating OB Insights 227
Nurturing Your Critical Thinking and Reflective
Skills 228
Facebook Page 205
Engaging Your Brain 206
On the Job: Xerox Corporation 209
On the Job: University of Minnesota
Duluth 211
On the Job: Avon Products 215
On the Job: AK Steel 221
Advice to Future Managers 224

PART FOUR
INDIVIDUAL AND INTERPERSONAL
BEHAVIOR 229
Chapter 9
Employee Attitudes and Their
Effects 230
CHAPTER OBJECTIVES 230
The Nature of Employee Attitudes
Job Satisfaction 233
Job Involvement 235
Organizational Commitment 236
Work Moods 237
Employee Engagement 238
Effects of Employee Attitudes 238
Employee Performance 239
Turnover 240
Absences and Tardiness 242
Theft 244
Violence 245
Other Effects 245
Studying Job Satisfaction 246
Benefits of Job Satisfaction Studies 246
Use of Existing Job Satisfaction
Information 247
Critical Issues 247
Using Survey Information 248
Using the Company Intranet 249
Changing Employee Attitudes 250
SUMMARY 251
Terms and Concepts for Review 251
Discussion Questions 251
Assess Your Own Skills 252
Incident: Barry Niland 253
Experiential Exercise: Attitudes in the
Classroom 254
Generating OB Insights 254
Nurturing Your Critical Thinking and Reflective
Skills 255
Facebook Page 231
Engaging Your Brain 232
What Managers Are Reading 236
On the Job: Valero Energy,
GE, Home Depot, SAS Institute,
Genentech, NetApp, Boston Consulting
Group 242
On the Job: Drakenfeld Colors 243
On the Job: Jeno’s Pizza 244
Advice to Future Managers 250
Contents xi
Chapter 10
Issues between Organizations
and Individuals 258
CHAPTER OBJECTIVES 258
Areas of Legitimate Organizational Influence 260
A Model of Legitimacy of Organizational Influence 261
Off-the-Job Conduct 261
Rights of Privacy 262
232 Policy Guidelines Relating to Privacy 262
Surveillance Devices 263
Honesty Testing 264
Health Issues and Privacy 264
Treatment of Alcoholism 264
Drug Abuse 265
Genetic Testing 266
Discrimination 267
Discipline 268
Quality of Work Life 269
A Rationale 269
Job Enlargement vs. Job Enrichment 270
Applying Job Enrichment 271
Core Dimensions: A Job Characteristics
Approach 272
Enrichment Increases Motivation 274
Social Cues Affect Perceptions 274
Contingency Factors Affecting Enrichment 275
The Individual’s Responsibilities to the
Organization 276
Organizational Citizenship 276
Dues-Paying 277
Blowing the Whistle on Unethical Behavior 277
Mutual Trust 279
SUMMARY 279
Terms and Concepts for Review 280
Discussion Questions 281
Assess Your Own Skills 281
Incident: Two Accounting Clerks 283
Experiential Exercise: The Enriched Student 283
Experiential Exercise: Practicing Organizational
Citizenship 284
Generating OB Insights 284
Nurturing Your Critical Thinking and Reflective
Skills 285
Facebook Page 259
Engaging Your Brain 260
On the Job: Google 264
On the Job: Atlas Powder Company 266
On the Job: R. F. White Company 267
On the Job: St. Regis Paper Company 273
xii Contents
What Managers Are Reading 278
Advice to Future Managers 280
Chapter 11
Conflict, Power,
and Organizational Politics
CHAPTER OBJECTIVES 286
Conflict in Organizations 288
The Nature of Conflict 288
Levels of Conflict 289
Sources of Conflict 290
Effects of Conflict 293
A Model of Conflict 293
Assertive Behavior 298
Facilitating Smooth Relations 299
Stroking 299
Power and Politics 301
Types of Power 301
Effects of Power Bases 302
Organizational Politics 302
Influence and Political Power 303
SUMMARY 306
Terms and Concepts for Review 307
Discussion Questions 308
Assess Your Own Skills 308
Incident: The Angry Airline
Passenger 309
Experiential Exercise: Assessing Political
Strategies 310
Generating OB Insights 310
Nurturing Your Critical Thinking and Reflective
Skills 311
Facebook Page 287
Engaging Your Brain 288
What Managers Are Reading 289
On the Job: Southwest Airlines 293
On the Job: Merrill Lynch 300
Advice to Future Managers 307
PART FIVE
GROUP BEHAVIOR 313
Chapter 12
Informal and Formal Groups
CHAPTER OBJECTIVES 314
Group Dynamics 316
Types of Groups 317
The Nature of Informal Organizations 317
Comparison of Informal and Formal
Organizations 317
How Does the Informal Organization Emerge? 318
Informal Leaders 318
Benefits of Informal Organizations 320
286
Problems Associated with Informal Organizations 322
Monitoring Informal Organizations 323
Influencing Informal Organizations 324
Formal Groups 324
Committees 325
Systems Factors to Consider 325
Structured Approaches 330
Potential Outcomes of Formal Group Processes 333
Consensus: A Key Issue in Decision-Making
Groups 334
Weaknesses of Committees 336
SUMMARY 339
Terms and Concepts for Review 340
Discussion Questions 340
Assess Your Own Skills 341
Incident: The Excelsior Department Store 342
Experiential Exercise: Choosing Your Leader 342
Experiential Exercise: Examining Social
Networks 343
Generating OB Insights 343
Nurturing Your Critical Thinking and Reflective
Skills 344
Facebook Page 315
Engaging Your Brain 316
What Managers Are Reading 326
On the Job: Unilever and KeyGene 327
Advice to Future Managers 339
Chapter 13
Teams and Team Building 346
CHAPTER OBJECTIVES 346
Organizational Context for Teams 348
Classical Concepts 348
Matrix Organization 349
Teamwork 350
Life Cycle of a Team 350
Potential Team Problems 352
Ingredients of Effective Teams 354
Team Building 356
314
The Need for Team Building 357
The Process 357
Specific Team-Building Issues 357
Skills Useful in Team Building 358
 Contents xiii

Characteristics of Mature Teams 360 Discussion Questions 398

Individual Territories vs. Team Spaces 361 Assess Your Own Skills 398
Self-Managing Teams 362 Incident: The New Sales Procedures 400
Virtual Teams 364 Experiential Exercise: The Industrial Engineering
SUMMARY 365 Change 400
Terms and Concepts for Review 366 Experiential Exercise: Applying Force-Field
Discussion Questions 366 Analysis 401
Assess Your Own Skills 367 Generating OB Insights 401
Incident: Conflict in the Division 368 Nurturing Your Critical Thinking and Reflective
Experiential Exercise: Readiness for Self-Managing Skills 402
Teams 368 Facebook Page 375
Experiential Exercise: Team Building 369 Engaging Your Brain 376
Generating OB Insights 369 On the Job: Johnsonville Foods 387
Nurturing Your Critical Thinking and Reflective On the Job: Delphi Corporation’s Oak Creek
Skills 370 Plant 391
Facebook Page 347 On the Job: Roadway Express 396
Engaging Your Brain 348 Advice to Future Managers 397
On the Job: General Electric 360
On the Job: Orpheus Chamber Orchestra 362 Chapter 15
On the Job: Accenture 365
Advice to Future Managers 366
Stress and Counseling 404
CHAPTER OBJECTIVES 404
PART SIX Employee Stress 406
What Stress Is 406
CHANGE AND ITS EFFECTS 373
Extreme Products of Stress 407
Chapter 14 A Model of Stress 411
Job-Related Causes of Stress 411
Managing Change 374 Nonwork Stressors 413
CHAPTER OBJECTIVES 374 Frustration 413
Change at Work 376 Stress and Job Performance 415
The Nature of Change 376 Stress Vulnerability 416
Responses to Change 377 Approaches to Stress Management 417
Costs and Benefits 380 Employee Counseling 420
Resistance to Change 381 What Counseling Is 420
Nature and Effects 381 Need for Counseling 420
Reasons for Resistance 382 What Counseling Can Do 421
Types of Resistance 383 The Manager’s Counseling Role 423
Possible Benefits of Resistance 384 Types of Counseling 423
Implementing Change Successfully 385 Directive Counseling 423
Transformational Leadership and Change 385 Nondirective Counseling 424
Three Stages in Change 387 Participative Counseling 426
Manipulating the Forces 388 A Contingency View 426
Building Support for Change 389 SUMMARY 427
Understanding Organization Development 392 Terms and Concepts for Review 428
Foundations of OD 392 Discussion Questions 428
Characteristics of Organization Development 394 Assess Your Own Skills 429
Interventions at Many Levels 395 Incident: Unit Electronics Company 430
The Organization Development Process 396 Experiential Exercise: Assessment of Stress-Related
SUMMARY 397 Behaviors 431
Terms and Concepts for Review 398 Generating OB Insights 431
xiv Contents

Nurturing Your Critical Thinking and Reflective Experiential Exercise: Adaptability to a Multicultural
Skills 432 Assignment 457
Facebook Page 405 Generating OB Insights 458
Engaging Your Brain 406 Nurturing Your Critical Thinking and Reflective
What Managers Are Reading 409 Skills 459
On the Job: Rhino Foods and Quaintance- Facebook Page 437
Weaver Restaurants 410 Engaging Your Brain 438
On the Job: U.S. Postal Service 411 On the Job: Fluor Corporation 443
On the Job: Polaroid Corporation 420 On the Job: Air France 444
Advice to Future Managers 427 On the Job: Toyota–General Motors’ Fremont
Plant 445
PART SEVEN Advice to Future Managers 453
EMERGING ASPECTS OF
ORGANIZATIONAL BEHAVIOR 435 PART EIGHT
CASE PROBLEMS 461
Chapter 16
INTRODUCTION 463
Organizational Behavior across
1. The Virtual Environment
Cultures 436 Work Team 464
CHAPTER OBJECTIVES 436 2. The Teaching Hospital 467
Understanding the Context of International OB 438 3. Creative Toys Company 472
Individual-Difference Factors 439 4. Eastern International Food Service
Social Conditions 441 Corporation 475
Legal and Ethical Environment 442 5. The Goodman Company 478
Political Conditions 443 6. Falcon Computer 484
Economic Issues 444 7. Consolidated Life 486
Cultural Contingencies 445 8. Video Electronics Company 491
Developing Managers for International 9. Elite Electric Company 494
Assignments 446 10. The Patterson Operation 500
Barriers to Cultural Adaptation 446 11. TRW—Oilwell Cable Division 504
Overcoming Barriers to Cultural Adaptation 449
Cross-Cultural Communication 452 Glossary 512
Transcultural Managers 453
SUMMARY 454 References 528
Terms and Concepts for Review 454 Name Index 543
Discussion Questions 455
Assess Your Own Skills 455 Subject Index 545
Incident: The Piedmont Company 456
Preface
A ROADMAP FOR READERS: INVITATION TO A JOURNEY
OF BEHAVIORAL LEARNING
Have you had at least part-time experience in some form of business or voluntary orga-
nization? If so, you have quickly learned that not all behavior—whether your own, your
manager’s, or that of your associates—is entirely rational. And you may have pondered a
series of questions about what you saw and felt:
• Why do people behave as they do at work?
• How can individuals, groups, and whole organizations work together more effectively
within the increasing pace of corporate change, dramatic restructurings and downsiz-
ings, global recessions, and intense competition?
• What can managers do to motivate employees toward greater levels of performance?
• What responsibility do managers have for ensuring employee satisfaction?
• What can you learn from theory, research, and the experiences of other managers to
help you become an effective future manager?
These and many other questions provide the background for this fourteenth edition of
Organizational Behavior: Human Behavior at Work. In the next few paragraphs I will
guide you on your journey through this book by providing you with a “roadmap”—an
introduction to some of the key topics and methods that form the critical pathway for your
learning journey.
Great progress has been made in the field of organizational behavior (OB) in recent
years. One long-time observer, after conducting an extensive study, concluded that “a con-
sensus regarding the theoretical knowledge possessed by the field seems to be emerging.”1
New theories have appeared on the scene, others have been validated, and some have
begun to fade into oblivion. Organizational behavior, while recording great progress, still
faces many questions and opportunities for improvement. This book pulls together the best
and most current knowledge and provides rich insights into people at work in all kinds of
situations and organizations.
One criticism of the OB field is that it has largely ignored the needs of practitioners. By
contrast, this book makes a major effort to include numerous examples of real-life work
situations, and dozens of these are identified by name. In addition, the chapter-closing
“Advice to Future Managers” sections provide extensive lists of practical suggestions that
can guide managers for years into the future. The book is characterized by its applied
orientation, including a variety of end-of-chapter experiential approaches that encour-
age readers to reflect on what they have read and engage in self-examination. The text is
designed to be kept as a reference guide, and it includes 160 action prescriptions for
practical guidance (see the summary of managerial prescriptions in Appendix B).
These rules form one powerful basis for a critical managerial skill—that of deductive
reasoning. Once you grasp the rule and understand the underlying rationale (theory) for
it, you can then derive useful observations and conclusions in a specific situation on your
own. (This is a process of moving from the general to the particular.) You can also develop
the complementary skill of inductive reasoning, which is combining an observation of an
event with a relevant explanation to infer new rules (action prescriptions) for yourself.
(This is a process of moving from the particular to the general.) These scientific processes
are aided by four skills, as discussed below.

xv
xvi Preface

FOUR LIFELONG SKILLS

This book is written in part to encourage and promote the development of four distinct but
complementary thought processes by students—insights, causal analysis, critical thinking,
and reflection.
Insights are basically those “Ah-ha!” moments when the metaphoric light bulb goes on
in your brain and you reach a meaningful conclusion (new perception) about something.
You are asked to search for and generate these via the “Generating Organizational Behav-
ior (OB) Insights” exercise at the end of each chapter.
A second major objective is to encourage you to think about logical and research-based
connections between relevant variables. This causal thinking involves the capacity to
identify an independent factor that, when present or introduced, results in a predictable
consequence (good or bad).
Business leaders continually admonish younger managers to engage in critical thinking3—
to ask penetrating questions, examine underlying assumptions, search for probable unin-
tended consequences, detect inconsistencies in arguments, be sensitive and alert to the
agendas and motivations of others, objectively appraise the merits of positions held by
others, balance the needs of different stakeholders, and even challenge the mental models
and theories espoused by others. Useful practice in critical thinking can be gained while
reading this book as you search for behavioral insights, derive conclusions from material
read, and challenge the utility of various concepts.
Reflection suggests pondering an idea, probing its meaning, reconsidering a position,
or engaging in careful thought. Despite its possible connotation as a passive process, it is
best viewed as an active mental activity in which you think deeply about something, relate
it to previous experiences or relevant material, explore reasons for observed phenomena,
review and analyze what you have encountered, and reach new insights into the material.
Reflection requires that you open your mind and become receptive to the new ideas and
different perspectives offered by others.4 Throughout this book, I encourage you to develop
your critical thinking and reflection skills by asking many “Why?” and “How” questions.
You are given an opportunity to demonstrate these skills in the end-of-chapter exercises,
“Nurturing Your Critical Thinking and Reflective Skills.”
Earlier editions of this book have been tested on the firing line in university class-
rooms and in organizations for many years, and revised substantially over time to reflect
new developments. Many ideas—both for additions and deletions of material—offered by
long-time users of previous editions and other insightful reviewers are incorporated into
this new edition. Many topical ideas, figures, and applied examples have been provided by
professors and managers from around the country and around the world. I actively solicit
comments to help make this book even more useful in the future. I listen, I care about your
input, and I strive to produce a high-quality, well-documented, useful product. I invite you
to contact me via the Internet (jnewstro@d.umn.edu) with any comments, ideas, or ques-
tions you may have.

THE AUTHOR’S ROLE

How is a book like this created and updated? I begin by continuously immersing myself in
the thinking, research, and practice of organizational behavior to gain an in-depth under-
standing of hundreds of concepts. I keep abreast of new developments by regularly reading
dozens of journals and books, as well as interacting with managers in a variety of orga-
nizations. Then, I develop a logical and engaging organizational framework and proceed
to identify the most important elements for inclusion. Finally, I organize and present the
information in ways that will help readers learn and retain the ideas.
 Preface xvii

My primary objective is to produce a book that is accurate, useful, up-to-date, and

engaging. Content and substance are emphasized, and I present the material in an orga-
nized and provocative fashion that will enable readers to integrate the various parts of this
discipline into a whole philosophy of organizational behavior. The fourteenth edition has
been upgraded with thorough citations to recent research and practice, which indicate the
basis for my conclusions and advice.
Where appropriate, I include alternative viewpoints on a subject or express the weak-
nesses inherent in a particular model or concept. There are no simple answers to complex
behavioral issues. I encourage readers to do their own thinking and to integrate a vari-
ety of perspectives. Consequently, I believe this book will serve as a valuable foundation
of behavioral knowledge. I hope it will stimulate readers to enrich their understanding
through continued study of organizational behavior. Many prior students have chosen to
retain their copy of Organizational Behavior, and they refer to it as a valuable reference
manual when they encounter real-world problems and issues.

FEATURES OF THE BOOK

Many features of Organizational Behavior: Human Behavior at Work stand out in the eyes
of its users. The most notable is its careful blending of theory with practice, so that
its basic theories come to life in a realistic context. Readers learn that concepts and models
do apply in the real world and help build better organizations for a better society. The ideas
and skills learned in organizational behavior can help readers cope better with every aspect
of their lives.
Another popular feature is the large number of examples of real organizational
situations. These real-life vignettes show how actual organizations operate and how peo-
ple act (sometimes unexpectedly!) in specific situations. Most of the major concepts in this
book are illustrated with one or more of these true examples.
A feature highly appreciated by both faculty and students is the book’s readability.
I have maintained a moderate vocabulary level, manageable sentence length, and a read-
able style to present a complex field in understandable language. Variety—provided by
figures, practical illustrations, margin notes, and research results—enhances the readability
by presenting a refreshing change of pace from content discussions. I have also woven
into the text a wide variety of rich analogies (e.g., “People are like snowflakes; no two are
alike”) to help you “see” a concept from a more common perspective.
Other features of the book include:
• A detailed table of contents to locate major topics
• Provocative quotes at the beginning of each chapter to stimulate thought and in-class
discussion, and margin notes to highlight key concepts
• A “Facebook” page provides a glimpse into the chapter topics via the exchanges
between two or more students
• Chapter-opening illustrations preceding every chapter to engage the reader in a real-life
issue
• “Engaging Your Brain” questions get you to think about some of the chapter material
before you have even read the content.
• A widely accepted, and specially updated, presentation of five models of organizational
behavior that provides an integrating framework throughout the book
• Strong, and early, coverage of employee communication
• A comprehensive chapter on motivational theories and another on their application to
reward systems in organizations
xviii Preface

• A chapter on empowerment and participation that is unique among organizational

behavior books in capturing this highly contemporary approach
• Discussion of international issues in organizational behavior so students can later
examine how selected concepts might require adaptation to other cultures
• A unique discussion of the limitations of organizational behavior to provide yet another
balanced perspective
• At least one behavioral incident for analysis and one experiential exercise to involve
students in their own learning, at the end of every chapter
• A comprehensive glossary of terms at the end of the book, providing a concise
definition-at-a-glance for about 400 key organizational behavior terms
• A 16-chapter structure that accents the issues of greatest importance in organizations
today—motivation, leadership, conflict and power, groups and teams, and the nature
of change and its effects
• Substantial coverage of teams—their organizational context, factors that make them
successful, and team-building processes that help members work together more
effectively
• A distinctive in-chapter exercise, called “Critical Thinking Exercise,” that encourages
students to identify the likely positive and negative effects of a variety of behavioral
concepts
• A unique feature, called “What Managers Are Reading” that provides concise summa-
ries of recent best-selling books related to the chapter content
• Boxes within each chapter that focus on ethical questions in organizational behavior or
real company examples
• Special emphasis on practicality, as evidenced by the inclusion of “Advice to Future
Managers” to guide managers toward improved practice of organizational behavior
• An end-of-chapter exercise, “Nurturing Your Critical Thinking and Reflection Skills,”
designed to facilitate your development in this area
• The inclusion of Appendix A, which encourages students to insert their scores from the
“Assess Your Own Skills” exercise, compare their own assessments with those of oth-
ers, and develop a personalized self-improvement plan
• The development of a “Generating OB Insights” exercise at the end of each chapter,
in which students are encouraged to review the text material and create a set of 10 key
insights gained that will help them build a strong base of OB knowledge
You are about to embark on a journey of learning about key behavioral concepts that have
been proven to be useful to managers at every level of an organization. I sincerely hope this
“roadmap” helps you get started and guides you successfully to your chosen destination!
John W. Newstrom
Preface for Instructors
I encourage you to read my open “letter” to students in the preceding four pages, and to
embrace and reinforce the themes I have presented there. Now I will briefly highlight the
learning aids I have used in this book, the instructional aids available to you, and provide
well-earned acknowledgments to a variety of people.
Major features included in each chapter are chapter objectives, introductory quotations
and incidents, a chapter summary, terms and concepts for review, and true case incidents
for analysis in terms of chapter ideas. All chapters contain thorough and both classical and
up-to-date references that provide a rich source of additional information for the interested
reader. These come from a wide variety of sources, covering both academic and practi-
tioner-related publications, to demonstrate that useful knowledge and illustrations can be
found in many places. I encourage students to refer to these references regularly, since
they not only indicate the source of information but often provide an interesting histori-
cal perspective on an issue or a counter vailing viewpoint. There are also numerous dis-
cussion questions, many of which require thought, encourage insight, or invite readers to
analyze their own experiences in terms of the ideas in the chapter. Other questions suggest
appropriate group projects. Each chapter also contains an experiential exercise to involve
students in the application of a chapter concept.
A wide array of new material is incorporated into the fourteenth edition of this book.
New topics covered include sustainability, paradigm shifts, transparency, work–family
conflict, countercultures, reverse mentoring, high-energy (vs. fatigued) workers, posi-
tive contagion, perceptual distortion, workplace bullying, face time, emotional contagion,
employee engagement, social screening, care and compassion, incivility/abusive supervi-
sion, social norms, crowdsourcing, red-teaming, shared mental models, champions, accel-
erators of change, nonwork stressors, and mindfulness.

INSTRUCTIONAL AIDS
Online Learning Center
The following supplements for instructors are available from the Online Learning Center:
www.mhhe.com/newstrom14e.
The Instructor’s Manual is designed to save instructors time. It includes sample assign-
ment sheets for quarter and semester schedules; chapter synopses; teaching suggestions; a
detailed analysis for each of the end-of-chapter case incidents; and suggested answers to
the end-of-chapter discussion questions and cases in the last part of the text.
The Test Bank contains multiple-choice and true-false questions for each of the text’s
chapters, with solutions for each.
PowerPoint slides are available to help instructors demonstrate key principles and con-
cepts during their lectures. Slides consist of key points and figures from the text.
Student Resources are also available from the Online Learning Center, including prac-
tice quizzes and chapter review material. Access to the Manager’s Hot Seat Videos (www
.mhhe.com/mhs) can also be purchased through a link on the website.

Organizational Behavior Video DVD, Vol. 2

Videos are available for instructors to enhance their lectures.

xix
xx Preface for Instructors

ACKNOWLEDGMENTS
Keith Davis, a former president and fellow of the Academy of Management and recipient
of its Distinguished Educator award, was the creator of the predecessor to this book. It was
originally called Human Relations at Work: Dynamics of Organizational Behavior, and he
was the sole author through the first six editions as he laid a powerful foundation for its
subsequent evolution and development. Keith was my admired co-author, gentle coach,
and thoughtful friend who gave me the opportunity and assistance vital to establishing a
highly successful book-publishing career. I am deeply grateful for his many contributions
and the opportunity to continue in his successful publishing footsteps.
Many other scholars, managers, and students have contributed to this book, and I wish
to express my appreciation for their aid. In a sense, it is their book, for I am only the agent
who prepared it. I am especially grateful for the thorough, insightful, and highly useful
review of the book by Dr. Kristina Bourne (my first-ever undergraduate student to obtain
her Ph.D.!), who also provided useful assistance in revising Chapter 16. Dr. Bourne’s com-
ments and suggestions have been carefully studied, found to be of substantial merit, and
incorporated into the text wherever possible.
Many of my academic associates at the University of Minnesota Duluth and elsewhere
have directly or indirectly provided valuable insights, collegial support, and ongoing
encouragement, and for that I wish to thank them. In particular, Jon L. Pierce—my wise
academic mentor, highly productive co-author on other writing projects, and long-time close
personal friend—has provided wise counsel, intellectual stimulus, and staunch support across
three decades of collaboration. I also appreciate the help and support of the many McGraw-
Hill employees—especially Michael Ablassmeier and Laura Spell—who took a sincere and
professional interest in improving the quality of the book. Last (but certainly not least), my
wife (Diane) has provided unwavering strength, support, freedom, encouragement, and love
in the pursuit of my interests, goals, and dreams. I am extremely grateful to her.
John W. Newstrom
 Part One

Fundamentals
of Organizational
Behavior

1
Chapter One

The Dynamics
of People and
Organizations
A primary goal of management education is to develop students into manag-
ers who can think ahead, exercise good judgment, make ethical decisions, and
take into consideration the implications of their proposed actions.
Jane Schmidt-Wilk1

(Management students) must develop systemic thinking skills that will

enable them to develop a richer understanding of the complexity they will
face on a daily basis.
J. Brian Atwater, et al.2

CHAPTER OBJECTIVES
AFTER READING THIS CHAPTER, YOU SHOULD UNDERSTAND

1–1 The Meaning of Organizational Behavior

1–2 The Key Goals and Forces with Which It Is Concerned
1–3 The Basic Concepts of Organizational Behavior
1–4 Major Approaches Taken in This Book
1–5 How Organizational Behavior Affects Organizational Performance
1–6 The Limitations of Organizational Behavior

2
Facebook Page
Student A: Hey, I just registered for this college course.
Student B: What’s it called?
Student A: Something like “Organizational Behavior,” or OB for short.
Student C: I didn’t think organizations behaved. What’s OB about?
Student A: The course description says OB is “the systematic study and careful
application of knowledge about how people—as individuals and as groups—act in
organizations, and how they can do so more effectively.”
Student B: Sounds interesting, but a bit intimidating.
Student C: What do you think you’ll learn?
Student A: By the end of the first chapter, I’m expected to understand Organizational
Behavior, know its goals and some forces it’s concerned about, identify some basic
concepts in OB, understand the four major approaches taken in the book, see how OB
affects organizational performance, and also recognize the limitations of OB.
Student C: That’s a mouthful. I think you’d better get started right now, dude.
Student D: Like.
Student A: I’m on it already. Wait until you hear some of the new terms I’m expected
to learn—behavioral bias, contingency approach, evidence-based management, law of
diminishing returns, selective perception, and more.
Student B: What ever happened to one- and two-syllable words?

Chris Hoffman graduated from college and was excited to begin her new job as a
sales representative with IBM. The first few months at work were extremely hectic for
her. She attended numerous formal training sessions, learned about the wide array of
products she was to sell, and tried hard to understand the complex and fluid nature
of her new employer.
Returning to her home late one night, she was too confused to fall asleep
immediately. Many questions raced through her mind, based on her observations at
work in recent weeks: “Why are some of my colleagues more successful than others?
How can we act as a team when we are working out of our homes and interacting
primarily through our laptop computers? How will I ever learn to handle the stress of
meeting my sales quotas? Why doesn’t my colleague Carrie cooperate with me when
I ask her for assistance? Why does my manager ask me for suggestions, and then go
ahead without using my input? How is the new ‘IBM culture’ different from the old
one? And why is it constantly changing, anyway?”
Chris is already learning some key facts about life at work. Organizations are com-
plex systems. If Chris wishes to be an effective employee and later a manager, she’ll
need to understand how such systems operate. Organizations like IBM effectively com-
bine people and science—humanity and technology. With the rapid discoveries and
improvements that science has provided in the past century, mastering technology itself
is difficult enough. When you add people to the mix you get an immensely complex
sociotechnical system that almost defies understanding. However, the progress of soci-
ety in the twenty-first century depends heavily on understanding and managing effective
organizations today.

3
Engaging Your Brain
1. Do you think that most managers, upon studying OB, will likely use that knowledge
for the benefit of employees, the organization, or themselves?
2. You hear a lot about the need for increased productivity in the economy. What
important factors do you think lead to productivity?
3. Do you think it is likely that managers will become overly biased toward the use of
OB knowledge to guide their efforts?

Chris also sees that human behavior in organizations is sometimes unpredictable. The
behavior of her colleagues, manager, and customers arises from their deep-seated needs, life-
time experiences, and personal value systems. However, human behavior in an organization
can be partially understood by studying and applying the frameworks of behavioral science,
management, and other disciplines. Exploring the various facets of such behavior is the objec-
tive of this book. There are no perfect solutions to organizational problems, as Chris will soon
discover. However, employees can increase their understanding and skills so that work rela-
tionships can be substantially upgraded. The task is challenging, but the results are worthwhile.
Organizational behavior On occasion, Chris may become so frustrated that she will be tempted to withdraw
is needed from her job. The uncooperative colleague may limit Chris’s effectiveness; the behavior of
her manager may sometimes be difficult to understand. Whether she likes the behavior of
these individuals or not, Chris does not have the luxury of not working with or relating to
other people. Therefore, it is imperative that she learn about human behavior, explore how
to improve her interpersonal skills, and begin to manage her relationships with others at
work. These are areas where knowledge of organizational behavior can make a significant
contribution to her effectiveness.

UNDERSTANDING ORGANIZATIONAL BEHAVIOR

To provide an understanding of what goes on at the workplace, it is useful to begin with the
definition, goals, forces, and major characteristics of organizational behavior (OB). Later in
the chapter we introduce the key concepts that OB deals with, lay out the four basic approaches
taken in this book, and identify some factors that limit or even undermine the success of OB.

Definition
Organizational behavior is the systematic study and careful application of knowledge
about how people—as individuals and as groups—act within organizations. It strives to
identify ways in which people can act more effectively. Organizational behavior is a scien-
tific discipline in which a large number of research studies and conceptual developments
are constantly adding to its knowledge base. It is also an applied science, in that informa-
tion about effective practices in one organization is being extended to many others.
Five levels of analysis Organizational behavior provides a useful set of tools at many levels of analysis. For
example, it helps managers look at the behavior of individuals within an organization. It
also aids their understanding of the complexities involved in interpersonal relations, when
two people (two co-workers or a superior–subordinate pair) interact. At the next level,
organizational behavior is valuable for examining the dynamics of relationships within
small groups, both formal teams and informal groups. When two or more groups need to
coordinate their efforts, such as engineering and sales, managers become interested in the
intergroup relations that emerge. Finally, organizations can also be viewed, and managed, as
whole systems that have interorganizational relationships (e.g., mergers and joint ventures).

4
 Chapter 1 The Dynamics of People and Organizations 5

Goals
Four goals of OB are to Most sciences have four major thrusts, and these are also the goals of organizational
describe, understand, behavior.
predict, and control
human behavior at • The first objective is to describe, systematically, how people behave under a variety of
work conditions. Achieving this goal allows managers to communicate about human behavior
at work using a common language. For example, one benefit from the study of this book
is the acquisition of a new vocabulary about organizational behavior (see, for example,
the Glossary at the end of this book).
• A second goal is to understand why people behave as they do. Managers would be
highly frustrated if they could only talk about the behaviors of their employees and not
understand the reasons behind those actions. Therefore, inquisitive managers learn to
probe for underlying explanations.
• Predicting future employee behavior is another goal of organizational behavior. Ideally,
managers would have the capacity to predict which employees might be dedicated and
productive or which ones might be absent, tardy, or disruptive on a certain day (so that
managers could take preventive actions).
• The final goal of organizational behavior is to control, at least partially, and develop
some human activity at work. Since managers are held responsible for performance
outcomes, they are vitally interested in being able to make an impact on employee be-
havior, skill development, team effort, and productivity. Managers need to be able to
improve results through the actions they and their employees take, and organizational
behavior can aid them in their pursuit of this goal.
Some people may fear that the tools of organizational behavior will be used to limit their
freedom, manipulate their thoughts and actions, and take away their rights. Although that
scenario is possible, it is not likely, for the actions of most managers today are subject to
intense scrutiny. Managers need to remember that organizational behavior is a human tool
for human benefit. It applies broadly to the behavior of people in all types of organiza-
tions, such as businesses, government, schools, and service organizations. Wherever orga-
nizations are, there is a need to describe, understand, predict, and control (better manage)
human behavior.

Forces
Four key forces A complex set of forces affects the nature of organizations today. A wide array of issues
and trends in these forces can be classified into four areas—people, structure, technology,
and the environment in which the organization operates. Each of the four forces affecting
organizational behavior, and some illustrations of each, is considered briefly in the follow-
ing sections.
People People make up the internal social system of the organization. That system consists
of individuals and groups, and large groups as well as small ones. There are unofficial,
informal groups and more official, formal ones. Groups are dynamic. They form, change,
and disband. People are the living, thinking, feeling beings who work in the organization
to achieve their objectives. We must remember that organizations should exist to serve
people, rather than people existing to serve organizations.
The human organization of today is not the same as it was yesterday, or the day before.
In particular, the workforce has become a rich melting pot of diversity, which means
that employees bring a wide array of educational and ethnic and cultural and religious and
gender and economic backgrounds, talents, and perspectives to their jobs. Occasionally,
this diversity presents challenges for management to resolve, as when some employees
Another random document with
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 The favourite amusement of the Californians is dancing, and Santa
Barbara is more celebrated for its fandangos than any other town on the
coast. These occur nearly every evening in the week, it being always easy to
get up an impromptu ball in five minutes, by calling in a guitar or harp
player. At these balls there is no exclusiveness, the high and low, rich and
poor, all meet on perfect equality, and dance away their sorrows, if they
have any, upon the same mud floor. No scented cards of invitation are sent
to the favoured few, but all who choose enter and participate freely. At
church and at fandangos Californians all find a level. It appears as natural
for Californians to dance as to breathe or eat. Often have I seen little girls,
scarce six years of age, flying through a cotillon, or circling in the giddy
waltz, or dancing with great skill their favourite jotah or jarabe. The girls
are all elegant waltzers, and will exhaust the strength of an ordinary
American gentleman, who is content with a few turns round the ball-room
and then a long promenade.
The town of Santa Barbara contains about five hundred inhabitants,
among whom are the Norrigas and Carillos, the two great families of
California. It is a beautiful place of residence, with a mild, springlike
climate, and around it are some of the pleasantest rides in all California.
About four miles distant is the little town of Montecito (little mountain), a
collection of farm-houses, where large quantities of vegetables are grown.
Three miles beyond this, in the heart of the mountains, is a remarkable hot
sulphur spring, to which invalids resort for the purpose of bathing, and six
miles in the opposite direction is an Indian village, containing some forty or
fifty wigwams, whose tenants are an industrious agricultural people, who
raise corn, wheat, and potatoes, and bring them into Santa Barbara for sale.
The mission of Santa Barbara is, at the present time, in a better condition
than any other mission in the country. About fifty of the converted Indians
still remain here and cultivate the soil. Around the old mission building are
several extensive orchards, in which figs, apples, pears, and peaches are
grown, and two or three vineyards, producing a grape from which excellent
wine is made. The Padre Presidente, the presiding priest of California,
resides here, the office at present devolving upon Padre Jesus Maria
Gonzales, one of the kindest and most gentlemanly men I ever met with.

PUEBLO DE LOS ANGELOS.

 One hundred and ten miles south of Santa Barbara is the Pueblo de los
Angelos (City of the Angels), the garden spot of California. It is situated at
the end of an immense plain, which extends from San Pedro, the port of the
Pueblo, twenty-five miles distant, to this point. As in all California towns,
the houses are built of adobe and are covered with an asphaltum, which is
found in great quantities, issuing from the ground near the town. The
northern portion of the town is laid out in streets, and appropriated as the
residence of the trading citizens, while the southern part is made up of
gardens, vineyards, and orchards. Through all these a large stream runs,
which is used to irrigate the soil. The vineyards are lovely spots; acres upon
acres of ground are covered with vines, which are trimmed every year, and
thus kept about six feet in height, and in the fall of the year are hanging
thick with clusters of grapes. In addition to these, apples, pears, peaches,
plums, and figs are raised in great abundance. An American, named
Wolfskill, has here a vineyard containing thirty thousand bearing grape-
vines, from which he makes annually a thousand barrels of wine, and two or
three hundred of aguardiente, the brandy of the country. Some of this wine
is a very superior article, resembling in its flavour the best Madeira, while
another kind, the vino tinto, is execrable stuff. With proper care and
apparatus, however, the grape of the Pueblo could be made to yield as good
wine as any in the world; and the whole plain, twenty-five miles in extent,
reaching to the beach at San Pedro, is susceptible of the cultivation of the
vine.
Until the late astonishing growth of San Francisco, the Pueblo was the
largest town in California, containing about two thousand inhabitants, who
are principally wealthy rancheros, and those who reside there to cultivate
the grape. Game of many kinds abounds in the vicinity of the Pueblo.
During the rainy season, the plains in the direction of San Pedro are covered
with millions of geese and ducks, which are shot by the dozen, while the
surrounding hills afford an abundance of quails, deer, elk, and antelope.
The inhabitants of the Pueblo are of the better and wealthier class of
Californians, and have always been strongly disposed towards the
institutions of Mexico, and at the time of the conquest of California, they
fought with a determined resistance against the naval forces of Commodore
Stockton. They have now, however, become reconciled to the institutions of
our country, and will, I doubt not, in a few years make as good a set of
democrats as can be found in Missouri or Arkansas. They are very strongly
attached to the Roman Catholic Church, and are probably the most
“religious,” in their acceptation of the term, of any people in California.
Every morning the solemn toll of the church-bell calls them to mass; at
noon it is rung again, and every Poblano at the sound doffs his sombrero,
and remains reverently uncovered in the hot sun, while the bell reminds him
that he is to mutter over a short prayer. In whatever avocation they may be
engaged, whether fiddling, dancing, singing, slaughtering cattle, or playing
billiards or montè, the custom is invariably followed. I have seen a party in
a tavern in the Pueblo, busily engaged in betting against a montè bank,
when the noonday bell tolled; a fellow, with his last dollar in the world
placed upon a card, immediately doffed his hat and muttered his prayer; the
dealer laid down his cards and did the same, and they continued in their
humble positions till the bell ceased tolling, when the game and the
swearing went on as busily as usual.
About ten miles from Los Angelos, is the mission of San Gabriel,
located upon the river of that name, whose banks for miles are girdled with
grape-vines. This is one of the prettiest spots in California, and affords a
fine opportunity for the raising of fruit. The country around the Pueblo is by
far the most favourable portion of southern California for the settlement of
foreigners. Possessing a climate of unequalled mildness, and a soil of great
fertility, it must inevitably, ere long, be surrounded by a large population.

SAN DIEGO.

The town of San Diego is the southernmost of Upper California, the

boundary line established by the late treaty running one marine league south
of it. The harbour here, next to that at San Francisco, is the best on the
whole coast, perfectly land-locked, protected from the gales at all seasons
of the year, and the entrance is so narrow that but one vessel can pass
through at the same time. A vessel can lie within a cable’s length of the
beach, which is of hard sand, and upon which no surf runs. The town itself
lies three miles from the beach, is about the size of Santa Barbara, and is
overlooked by an old Mexican fortress. San Diego has always been the
greatest depot for hides upon the coast; the facilities for taking them from
the shore to the vessel being greater than at any other point. The climate is
mild and pleasant, and the town is rapidly growing, and bids fair to become
of great commercial importance. An immense inland trade will be carried
on from this place with the settlements that must arise on the Colorado and
Gila rivers, and around the head of the Gulf of California. The country in its
immediate vicinity is well adapted for grazing, and abounds in wild game.
 CHAPTER XIV.

THE NEW TOWNS OF CALIFORNIA.

The enormous price of real estate in San Francisco, and the continual
rapid tide of emigration, will ere long cause the settlement of the new towns
seated at various points in the vicinity of the mining region. Many of these
are entirely new, but have grown and are growing with great rapidity. I
propose giving a description of their locations as a guide to those who may
desire to settle in any of them.

BENICIA.

The town or city of Benicia, which in the king’s English means Venice,
is situated in the straits of Carquinez, thirty-five miles from San Francisco,
which it promises yet to rival in point of commercial importance. The
ground upon which it is seated is a gentle slope descending to the water, and
as it reaches it becoming almost a plain. There is sufficient water at its bank
to enable vessels of the first class to lie at anchor there, and discharge their
cargoes, and the harbour is safe and exempt from violent winds. Benicia
contains already about a thousand inhabitants, including a garrison of
soldiers, having been made the head-quarters of the Pacific division of the
United States Army. The large deposits of quartermaster’s stores have been
removed from San Francisco to Benicia, and a site has been selected by
Commodore Jones for a navy-yard at this point. The town was originally
laid out some three years since by Robert Semple and Thomas O. Larkin.
Lots of fifty varas square are selling at from five hundred to two thousand
dollars.

MARTINEZ.

The town of Martinez is also located on the straits of Carquinez, nearly

opposite Benicia. The site of the town is pleasant, being upon a high bank,
while the plain around it is well wooded. The proprietor is William M.
Smith of San Francisco, who is making arrangements for building the town.

NEW YORK OF THE PACIFIC.

 At the junction of the river San Joaquin and the bay of Suisun, lies New
York of the Pacific. The town is seated on a broad and well-watered plain,
covered with many groves of magnificent oaks, extending from the waters
of the bay and the river San Joaquin to the hills some three miles back. So
gradual is the slope that it seems a perfect level, viewed from the river’s
bank; but standing at the base of the hills looking toward the water, the
slope will be found to be perfect and regular to the water’s edge, where it
terminates upon a fine sand-beach, from five to ten feet above the level of
the highest tide. New York is beautifully laid out, with large reserves for
churches, a university, and other public edifices, and is perhaps one of the
most healthy points in the country, being free from fever and ague and the
prevailing fevers usual on fresh-water rivers below and between the mining
region and San Francisco. But the great advantage which New York of the
Pacific possesses over other places above San Francisco is, that it is at the
head of ship navigation, as two regular surveys, published by distinguished
military and naval officers of Suisun Bay have demonstrated. Ships of the
largest class can sail direct from the ocean to New York, where they will
find a safe and convenient harbour, and where at this time are lying a
number of merchant ships from differents parts of the Union, directly
alongside the bank upon which they have discharged their cargoes.
New York is surrounded on all sides by the most fertile agricultural
districts of Northern California. The Sacramento, San Joaquin, and San Jose
valleys being tributary to this point which is as the centre of so many radii,
while the entire land travel from San Jose and the Contra Costa, and indeed
of all southern California, flows through this channel. The whole
transportation to the rich placers of the Stanislaus, Mokelumne, Tuolumne,
Merced, and Mariposa, as well as the famous mines of the Middle, North,
and South Forks, Feather and Yuba rivers, must pass the new city. The great
railroad, destined to connect the Pacific Ocean and the Mississippi River,
will undoubtedly terminate at New York, as it is in a direct line with the
only pass in the mountains through which a railroad can reach the waters
which empty into the Bay of San Francisco. This is a fact well established
by the most distinguished engineers. Through the enterprise of Col. J. D.
Stevenson and Dr. William C. Parker, both of the New York regiment of
volunteers, the first survey of the bay of Suisun and the adjacent waters was
made. These gentlemen are the principal owners of New York.
 SUISUN.

The city of “Suisun,” alluded to in the first chapter of this narrative

under the cognomen of Hala-chum-muck, is laid out on the west bank of the
Sacramento, at a distance of eighty miles from San Francisco, and is about
half-way between San Francisco and Sacramento City. The town is seated
on high ground, and is entirely free from the tule, a rush that grows upon
the marshy banks of the river. It is beautifully laid out, with large reserves
for churches, a university, and other public edifices, and the beauty of its
climate and surrounding scenery will eventually make it a favourable and
pleasant place of residence. The proprietors are Thomas Douglass and C. V.
Grillespie. Lots are selling at from $250 to $800.

SUTTER.

The city of Sutter is beautifully located on the eastern bank of the

Sacramento River, adjoining Sacramento City, and is perhaps the most
eligible site for a commercial town in all Northern California. It is situated
on the highest and healthiest ground on the whole river, the banks at this
point not being subject to the annual overflow. The largest class of
steamboats and all vessels navigating the Sacramento River, can lie and
discharge their cargoes directly at its banks.
Sutter was originally laid out by Captain J. A. Sutter and others, but has
not until recently been brought forward by its proprietors. It has, however, a
thriving business population, and promises to become a city of the first size
and importance. Excellent roads diverge from this point to the rich placers
of the North, Middle, and South Forks, Bear River, Yuba, and Feather
Rivers, and also to the mines of the San Joaquin. It is surrounded on all
sides by a fine agricultural and well-wooded country, and will soon be the
depot for the great northern mines. Its present proprietors are the Hon. John
M’Dougal, Lieutenant-Governor of the State of California, and Captain J.
A. Sutter.

VERNON.

Vernon is situated on the east bank of Feather River at the point of its
confluence with the Sacramento, one of the most eligible positions for a
town in the whole northern region of California. The banks of the river are
high and not subject to overflow, and this point is said to be at the head of
ship navigation on the Sacramento. The ground is a gentle slope,
surrounded by a beautiful country. From the town of Vernon, good and well
travelled roads diverge to the rich mineral regions of the North and Middle
Forks, Bear Creek, Yuba and Feather Rivers, rendering the distance much
less than by any other route. The town is growing rapidly, and promises to
become a great depot for the trade of the above-mentioned mines. The
proprietors are Franklin Bates, Elisha O. Crosby, and Samuel Norriss.

BOSTON.

The city of Boston is located on the northern bank of the American Fork,
at its junction with the Sacramento River, about one hundred yards above
the old Embarcadero, the site upon which Sacramento City now stands. It
extends upon the banks of both rivers for several miles, and is destined to
become a flourishing town. The banks of the Sacramento at this point are
not subject to overflow, being more than twelve feet in many places above
high water mark. The town is situated upon a broad and well-watered plain,
covered with many groves of magnificent oaks, and the largest class of
steamers, and all vessels navigating the Sacramento River can lie and
discharge directly at its banks.
Boston has been surveyed by J. Halls, Esq., and Lieut. Ringgold, U. S.
N., and is laid out in squares of two hundred and forty feet by three hundred
and twenty feet, subdivided each into eight building lots eighty feet by one
hundred and twenty feet, with large public squares, and reservations for
school-houses, churches, and public buildings. One of the peculiar
advantages of Boston is that, being located on the northern bank of the
American Fork, it is not necessary in proceeding to the gold mines to cross
that river, which is exceedingly high and rapid at some seasons of the year.
The direct and most travelled road proceeds from this point to the rich
placers of the Yuba, Feather River, Bear Creek, and the North, Middle, and
South Forks of the American. The soil is of the richest description, the
surrounding scenery highly picturesque, and the plains in the immediate
vicinity are covered with wild game of every variety which California
affords. The title to the land is indisputable, coming by warranty deed from
Captain J. A. Sutter to Eleab Grimes, Hiram Grimes, and John Sinclair,
bearing date August 10th, 1843. The present owner is Hiram Grimes, Esq.
Lots are selling rapidly at from $200 to $1000 each, and before many
months the city of Boston on the golden banks of the Rio Sacramento will
rival its New England namesake in business and importance.

STOCKTON.

The town of Stockton is the great mart through which flows the whole
transportation and travel to the placers of the Stanislaus, Mokelumne,
Mariposa, Mercedes, Tuolumne, and King’s River, and the various dry
diggings lying between them. Stockton is to the southern mines what
Sacramento is to the northern. The town is located upon a slough, or rather
a succession of sloughs, which contain the back waters formed by the
junction of the Sacramento and San Joaquin rivers. It is about fifty miles
from the mouth of the San Joaquin, and one hundred from San Francisco.
The ground is high and does not overflow, and is the centre of the two great
tracts of arable land which constitute the valleys of the rivers above named.
Vessels drawing from nine to ten feet of water can proceed up the San
Joaquin to Stockton, and discharge their cargoes on the bank.
The town of Stockton was laid out in the latter part of 1848 by Charles
M. Weber, and has been growing rapidly since. Eight months ago there
were but one frame building and a few tents, and now it is a town
containing a population of nearly two thousand permanent residents, and a
movable population of about a thousand more, on their way to and from the
southern mines. Several large brigs and schooners are constantly lying at
the banks, and two steamboats and a large number of launches are
constantly running from San Francisco. Real estate has risen greatly in
value within the past six months,—lots, which could have been purchased
at that time for $300, being now worth from $3000 to $6000. A theatre has
been established at Stockton, and the town promises ere long to be a large
and populous city.

STANISLAUS.

This town is laid out on the north bank of the Stanislaus River, at its
junction with the San Joaquin. The Stanislaus River is the first and largest
tributary of the San Joaquin, and the river is navigable for ordinary-sized
schooners and launches to this point, which, being nearer the southern
mining region than Stockton, will doubtless become a great resort for
miners and traders in that vicinity. The town was originally laid out by
Samuel Brannan & Co.

SOUTH SAN FRANCISCO.

The city of South San Francisco is located on the bay, about two miles
south of San Francisco, which it promises to rival at no very distant day.
The depth of water at this point is the same as that in the harbour of San
Francisco, and it is said that vessels are more securely protected from the
wind. At many points in front of the town, vessels of the largest class can
lie within a boat’s length of the shore. The land rises in a gentle slope, and
is of a rich clayey soil, which effectually prevents dust during the
prevalence of the customary winds on the bay. The surrounding scenery is
delightful, and near the town is the rich and beautiful valley in which is
located the old mission of Dolores. A stream of fine water, sufficient to
supply all the shipping in the harbour, runs through the town, and the only
practicable road from San Francisco to San Josè, Monterey, and the whole
lower country, passes directly by it. South San Francisco, though it may
never equal its northern namesake, will at least become, at no very distant
day, what Brooklyn is to New York. The proprietors of South San Francisco
are John Townsend and Corneille De Boom.

ALVESO.

The want of a great commercial town at the head of the great bay of San
Francisco has been supplied by the location of Alveso. It is situated at the
head of the bay, on the Guadalupe River, a stream running directly through
the centre of the town, and navigable at all seasons of the year to vessels
drawing twelve feet of water. The depot and business headquarters of the
two finest valleys in California, the Santa Clara and the Pueblo, where
everything required for their already numerous population must be
received; convenient of access to the gold mines, and directly on the route
between them and San Francisco; with a climate unequalled, even in Upper
California; with pure water; free from inundations at all seasons; with mills
which even now furnish lumber at one-third its price in San Francisco,—the
town of Alveso must inevitably grow into importance. It has been carefully
surveyed and laid out into lots; contracts have been made for the immediate
erection of warehouses and dwellings, and a bridge is now being built
across the Guadalupe River, connecting the two portions of the town. The
proprietors are J. D. Koppe, Peter H. Burnett, and Charles B. Marvin, who
will doubtless reap a rich harvest, the fruits of their judicious enterprise.
 CHAPTER XV.

LOWER CALIFORNIA.

The territory of Lower California (California Baja) has been so much

misrepresented, that although partially foreign to the object of this work, I
consider it may not be uninteresting to learn something of a country which,
I am satisfied, will one day create almost as much excitement in the old
world as her northern sister has already done. A residence of six months
upon the gulf of California entirely changed the opinion I had previously
entertained of the country, which had been based upon reports of those who
had merely sailed up or down its rugged coast. It has been described as the
“tail end of an earthquake,”—as possessing a soil upon which nothing could
be grown, a hot and sickly climate, and containing no internal resources of
value.
Lower California extends from Cape St. Lucas to a line running one
marine league south of San Diego, being bounded on the west by the
Pacific Ocean, and on the east by the gulf of California. I went to Lower
California in the full anticipation of living a miserable life for the time it
would be necessary for me to remain there. But how much was I surprised,
on landing in La Paz, on the afternoon of July 21st, 1847, to find the
prettiest town I had then seen in California. The streets were lined with
willow trees, which, meeting overhead, formed an arch, affording a
delicious shade at midday. The houses were all of adobe, plastered white,
and thatched with the leaves of the palm-tree, and were most delightfully
cool. The whole beach was lined with palms, date, fig, tamarind, and
cocoanut trees, their delicious fruits hanging upon them in clusters.
The detachment of the 7th regiment of New York Volunteers, which was
ordered to La Paz, consisted of two companies, “A” and “B,” under
command of Lieut. Col. Henry S. Burton. When we arrived, we found that
country in a quiet state; and although no American force had ever been
stationed there, the inhabitants appeared very much pleased at our arrival,
and manifested no hostility toward us. Our orders were to take possession
of, and hold the country; and in accordance with these we landed, and
pitched our camp in the plaza, previous to removing into a large barrack,
which was not then quite completed. When our men were fairly barracked,
the officers were allowed to live in rooms in the town, and select such
places as they chose. I found a room in the house of Don Francisco Silva, a
Portuguese, who had lived long in the country, and owned the finest
vineyard and fruit-garden in the town. Here I lived in a style of Eastern
luxuriance. Never before did I, and never shall I desire to enjoy life in
greater perfection than I did there. My room was in the rear of the house,
and fronting upon a garden filled with grape-vines, fig, orange, lime,
banana, and pomegranate trees, loaded with fruit. I slept in a swinging cot,
surrounded by a silken canopy, as a protection from mosquitoes; and often
have I taken my cot, swung it before the limbs of a large fig-tree, and slept
beneath that clear, unclouded sky, rocked to slumber by the delightful
evening land-breeze. In the morning, before breakfast, I would pick from
the limbs and eat a few dozens of ripe, fresh figs, by way of giving me an
appetite. But the most delicious portion of this delicious life was the
bathing. In the centre of the garden was a large stone reservoir, kept
continually filled with water, and used for the purpose of irrigation. Into this
I would jump at noon, and, standing upon the stony bottom, could gather
big clusters of grapes, hanging upon an arbour that overspread the whole
bath. Our military duties were so light that they never interfered with this
pleasant mode of life, particularly as our commanding officer was not very
strict in his enforcement of them, and the reveillé drum seldom disturbed
my morning slumbers.
If an epicure wishes to enjoy life at a low rate, I advise him to go to
Lower California. The Gulf affords every variety of fish, and all the tropical
fruits grow in the greatest profusion. For several months we lived upon
green turtle, caught directly in front of the town,—some of them weighed
one hundred and fifty pounds, and were sold to us at twenty-five cents
apiece. In addition to this, the shores afforded mussels and oysters in great
plenty, and the soil produces every variety of vegetables. Among the fruits
of Lower California is one which grows wild, and is peculiar to the country,
called the petalla, the most delicious fruit I ever ate. It grows upon a kind of
cactus tree, and somewhat resembles a prickly pear, being covered with a
thorny rind, which, being taken off, exhibits a pulp of a rich red colour. The
great peculiarity of this fruit is, that out of a hundred no two have the same
flavour. One resembles in taste a strawberry; another, seems flavoured with
winter-green; the next with peach, and so on through the whole range of
cultivated fruits.
The climate of Lower California is equal to that of Italy or Persia.
During the whole year, the thermometer never varies ten degrees, usually
ranging from eighty to ninety degrees, except at noon, when it sometimes
reaches one hundred. In the winter, no other than thin clothing is worn, and
an overcoat is never needed. It is an eternal summer. Such gorgeous sunsets
and clear star-lit skies, can be found in no other portion of the world.
During my whole residence there, I never saw a cloud as large as my hand
upon the sky, and a drop of rain never fell. There is no rainy season in
Lower California; rain usually falls three or four times in the course of a
year, but the necessity of it is almost superseded by the heavy dews which
fall every night.
The healthiness of the country is remarkable. During our sojourn there of
more than a year, no death from sickness occurred in our detachment of
more than a hundred men, and but two deaths during the whole time in the
town, which consisted of fifteen hundred inhabitants. An officer of our
regiment who was stationed in Upper California, and who had been
pronounced by his physicians to be in the last stage of pulmonary
consumption, as a last resort went to Lower California. The result was, that
in three months he completely regained his health, and I saw him a few
days since a stout, hearty man.
The people of Lower California are a curious race of beings; isolated
from their mother country and neglected by her, they have assumed a sort of
independence of thought and action which I never found in Upper
California; but a kinder-hearted, more hospitable class of people never
lived. Their thatched houses are ever open for the reception of visiters, and
a glass of wine and a paper cigar are always offered to any one who chooses
to enter. The manner in which the people of La Paz live is peculiar. In the
main street, the houses are built of adobe, whitewashed, with roofs
principally of cane and palm-tree, laid flat and covered with the shell of the
pearl oyster. Some of them are of more than one story in height. Some of
the floors are laid with large square bricks, but by far the greater portion of
them are of the native mud. In the interior arrangement, little attention is
paid to decoration. A few camp-stools covered with leather, or a drum-
shaped seat with a piece of raw hide drawn over it, a table, a bed, and an
earthen jar filled with water, usually compose the furniture. The bed is
usually very neat, with clean linen sheets and curtains, with red satin
covered pillows. In the other parts of the town and on the outskirts, the
houses are very small, some of them of adobe, others of reeds, plastered
with mud, and others are nothing more than a parcel of dried bushes
intertwined. These generally contain but one room, with no more furniture
than a few seats, and sometimes a bed made of a dried hide tightly drawn
across four posts. Here father, mother, daughters, and sons, all lie down
promiscuously on a hide stretched upon the floor, or, more commonly still,
outside in the open air, and sleep heads and points in most admirable
confusion. Indeed, this sleeping out of doors is not confined to any
particular class, but is practised by all during the summer months, and is
really a delightful mode of passing the night. The men are generally tall and
well-formed, and dress in the manner of Mexicans of the same class.
But the women, “Heaven’s last, best work,” how shall I describe them?
They are found in Lower California of all shades, from the blackest ebony
to the whitest lily. Where such a variety of colour could have arisen, I
cannot imagine. Their dress is usually a skirt, merely reaching to the waist,
while above this, is a white bodice which does not reach quite so high in the
neck as is required by the strict rules of feminine modesty. They wear no
hats or bonnets, but in lieu of them a reboso is thrown around their heads,
and falls in graceful folds over their shoulders. Many of them go barefoot,
and very few wear stockings, considering them an unnecessary luxury.
Simple as are these articles of dress, the La Paz girls delight as much as
their more refined sisters in our northern cities in exhibiting themselves to
advantage. I have seen a fair señorita on her way to church, as barefooted as
the day she first trod the earth, carrying on her shoulders a beautiful silk
reboso, which must have cost a hundred dollars. The ladies all indulge in
the “amiable weakness” of smoking cigaritos, and the blue wreaths are
curling about their dark faces from morning to night. The state of morals
amongst them is as loose as their dress, and the poorer classes are sunk in
the lowest state of prostitution. Cases have often occurred where the bargain
for the daughter’s dishonour has previously been made with the mother.
Strange as this may appear in a country upon which the light of Christianity
has shone, and among a people professing to be Christian, it is,
nevertheless, strictly true.
In fact the morals of the whole community, male and female, need
improving. An old priest named Gabriel, who, at the time I was there, was
Padre Presidente of Lower California, in open violation of his vows of
chastity, was living in the family relation, and had been the means of
bringing into the world no less than eleven children. One of these had taken
his name, always travelled with him, and was himself studying for the
priesthood. I witnessed a very amusing incident once with Gabriel, in which
I bore a part, and which exhibits the peculiar state of morals among some of
the priesthood of Mexican territory. Gabriel was a most inveterate gambler,
and often amused himself, when on his parochial tours, by opening a game
of montè for any of his parishioners who chose to bet against him, although
he often found difficulty in obtaining a game, because, as the “knowing
ones” said, “El padre sabe mucho.”
Soon after our arrival at La Paz, Gabriel, who resided in Todos Santos,
came over to visit his flock in La Paz, and as we were then the lions of the
place, he invited the officers to visit him at his temporary residence in the
town. Soon after we entered, when he had brought out a bottle of good old
wine, he very quietly took from a pocket in his cassock a pack of montè
cards, and asked us if we had any objection to a quiet game. Out of courtesy
we told him that we had no objection, and the padre commenced dealing
and we betting.
After our amusement had been in progress about half an hour, during
which time the padre had beaten us to the amount of a few dollars, the bell
of the church tolled. The padre laid down his cards and said with perfect
nonchalance: “Dispensarne Señores, tengo que bautizar un niño.” (Excuse
me, gentlemen, I have a child to baptize.) He invited us to proceed to the
church with him, and when we arrived, we found a woman with a child
anxiously waiting in the doorway. When, however, the padre was ready to
commence operations, it was found that there was no one present to stand in
the capacity of compadre (godfather). Gabriel invited me to perform this
service. I told him I was not a Catholic. “No le hace,” was his reply; and I
accordingly stood at the baptismal font while the padre sprinkled the
youngster and muttered over some Latin, after which, he turned to my
companions and myself, and said, “Ahora, Señores, vamos a jugar otra
verz.” (Now, gentlemen, we will go and play again); and we accordingly
returned to the house and resumed the game. Gabriel was afterwards taken
prisoner by our forces and sent to Mazatlan. He was one of the leading
spirits in the revolution that afterwards occurred, and I doubt not that he
came to La Paz, at the time of which I have spoken, to learn our force, and
the probabilities of our being taken.
Among such a people, ignorant but kind, and in such a glorious climate,
I passed my days in happiness and pleasure. When the shades of evening
gathered around us, a little knot of us used to assemble beneath a spreading
tamarind tree, and listen to songs in the enchanting Spanish, sung by a
beautiful creature who had undertaken the task of teaching me her
language, and in which, I flatter myself, she found an apt scholar. A ramble
then upon the broad, hard beach, beneath that beautiful starlight, would
close our evening’s pleasures, or a dance upon a greensward in a grove of
fig-trees, prepare us for a sweet slumber.
Sometimes we took little excursions upon the broad and placid bay, and
one of these, which extended to a visit to the Pearl Fishery, I will relate:
On a clear, beautiful, moonlit night, in the latter part of October, a party
of three of us, in a little fishing-boat, stood out from the Bay of La Paz, to
proceed to the Pearl Fishery of San Lorenzo, about twenty miles distant. We
chose the night, for its coolness, and for the delicious land breeze which
blew our little boat so rapidly over the water, and afforded so pleasing a
contrast in feeling to the burning sun and stirless atmosphere of a tropical
climate.
To one who has never been buoyed on the waters of the Gulf of
California, no description can convey an accurate idea of its stillness and
beauty, when, at the close of the long, sunny day, it is resting beneath the
smile of the unclouded, starry sky, which is ever above it. Like a little
inland lake in summer-time, unrippled and mirror-like, its waters were so
clear that, even by moonlight, its shell-paved bottom was plainly
discernible. Millions of little emerald-coloured gems of phosphorescent
light, were floating over its bosom; and the track of the leaping porpoises
and golden dolphins was followed by a stream of liquid fire.
As we neared “Pichelingo,” the entrance to the harbour, we observed on
the beach, about a mile distant, a bright light, and as the land breeze was
dying away, we made for it, thinking that probably a party of divers were
there, on their way to the fishery. We stood in, and soon reached the light,
which we found to be a fire built on shore. We landed, hauled up our boat,
and found two tall, naked Indians, engaged in cooking their evening meal of
pozzoli, or boiled corn: they were tortoise-shell fishers, and had with them a
large quantity of these most beautiful shells. They invited us to participate
in their frugal meal, but we had provisions of our own, and, roasting some
salt pork on their fire and brewing a steaming hot punch, we ate and drank
sufficiently, spread our blankets on the sand and lay down to sleep by the
side of our Indian friends. At daylight a good breeze sprang up, and,
thanking our Indians for their hospitality and presenting each with a small
sum of money, we again made sail.
About 11 o’clock we rounded the low, sandy point, which forms one side
of the entrance to the pretty little bay of San Lorenzo. We were received on
the beach by about three hundred tall, black-looking Indians, prepared to
start on their daily occupation of diving. Through the politeness of one of
the “armadores,” or owners, six of the busos (divers) were placed in our
boat, and we pushed off for the fishing-ground, near the shore of the huge
rocky island of Espiritu Santo. Thirty canoes, filled with divers, started with
us, and in half an hour we were on the ground. Here the water was the most
beautifully clear I ever saw. It was some four or five fathoms in depth, but
so transparent that the pearly treasures in its bed were as plain to our sight
as though air only separated them from us. The divers divested themselves
of every particle of clothing, with the exception of a girdle tightly bound
round their loins, and armed with nothing but a sharp-pointed stick, about a
foot in length, used for the double purpose of fighting sharks and digging
up the shell, they commenced their labours. Starting up suddenly on the
gunwale of the boat, and giving a shrill whistle, to expel the air from their
lungs, with a dive as graceful as a dolphin’s leap, they plunged into the
water, and made a straight course for the bottom. The dive itself carried
them about two fathoms downward, and every subsequent stroke one
fathom. Arrived at the bottom, they commenced digging up the shell, and
each one soon returned to the surface with an armful, which he threw into
the boat, and then would dive again for a fresh load, and so they continued
for nearly three hours, with scarcely a moment’s intermission. Some
brought up fish and sea-weed, others beautiful shells, and one fellow
captured a small shark, which he threw into the boat, very much to the
annoyance of us landsmen.
These divers are Indians from the Slake River, in the province of Sonora,
who come every season to the coast of California to pursue their avocation.
About three o’clock the whole fleet started for the shore, and, arrived there,
each buso carried his pile of shell on the beach, and the crew of each boat,
forming a circle, threw into its centre one-half of their shells. These were
the property of the armador, and were first opened, and the pearls given to
him. The old fellow stood by, watching the divers very closely, as some of
them are exceedingly expert in suddenly swallowing any valuable pearl
they may chance to find in the owner’s pile. The pearls are found in the
body of the oyster, of all sizes, from that of a pin’s head to that of a walnut.
Sometimes a hundred oysters are opened without finding a single pearl,
while in others many are found. When the owner’s oysters are all opened,
each diver commences on his own pile; and any valuable pearl he may find
is usually sold to the armador on the spot, at about one-half its real value.
The pearl fisheries of Lower California have been carried on since the
earliest discovery of the country, and immense fortunes have been made in
them. There are at present about one hundred vessels yearly engaged in this
business during the fishing season, which continues from May to
November. The oysters are all taken by diving, no scientific apparatus
having yet been successfully introduced. A diving-bell was tried by an
English company some years ago, but this mode was soon abandoned, from
some cause which I could never learn. The shells of the oysters are piled up
on the beach, and sold to whalers and trading vessels that visit the coast.
The oysters being all opened, the divers take their first meal in the day,
which consists of nothing more than a bowl of atole, a kind of water-gruel,
with a little dried meat thrown into it. This, and the use of the boats, is all
that is furnished by the armador, for which he receives one-half the pearls.
It was the last day of the fishing season, and before we left, as was
always the custom, the little brush houses, temporarily thrown up on the
beach, were fired by the divers, and a general jubilee held. We left them in
the most glorious state of intoxication, and setting sail once more, after
spending another night on the beach of Pichelingo, we arrived safely in La
Paz the next day at noon.
The great resources of Lower California are its mines of silver, gold,
copper, and iron, the former metal being most abundant. The whole
mountain range, which extends along the coast, is one immense silver mine,
equal in richness to those of Mexico or Peru. At the present time only three
or four mines are wrought, owing to the lack of energy in the inhabitants,
and the entire absence of scientific mining apparatus,—all the necessary
labour being performed by men and mules. In making inquiries for a place
to search for silver in Lower California, the old settlers in reply merely
point their fingers to the mountain range, and say, “Por hay” (that way,
anywhere there); and it is a fact, that a shaft may be sunk in any part of the
mountains, and silver ore always extracted, varying in richness from fifteen
to seventy per cent. of pure silver. The principal silver mines at present
wrought are in San Antonio, half-way from La Paz to Cape St. Lucas. These
are owned by the Hidalgos, who send annually out of the country about two
hundred thousand dollars worth of plata pina.
Near Loretto are large and extensive copper mines; lead and iron are
found everywhere, and gold-washings have always been wrought in the
country with considerable success. If this territory ever becomes settled by
an energetic population, millions of wealth will be annually gathered in its
borders, and it will stand side by side in point of riches with the countries
that have already made themselves famous by the wealth lying in their
bosoms.
As an agricultural country Lower California is rather deficient, although
there are many watered valleys which produce in great profusion all the
common culinary vegetables, and wherever the soil can be irrigated, it
produces all the tropical fruits and the vegetables of the temperate zones in
great luxuriance. Cotton of the finest staple grows wild upon the plains
around La Paz, and cane, from which a very good article of sugar is made,
grows all over the land. Wine is made from the grape of the country, which
is of the most delicious kind.
When we went to Lower California, our orders were to assure the
inhabitants that their country was to be retained as a portion of the territory
of the United States. The message of President Polk and the proclamation of
Commodore Shubrick supported this idea, and upon the representations
thus made, the most influential inhabitants committed themselves to the
American cause, and were exceedingly gratified with the expected result. In
the month of November, we were attacked by a Mexican force of six
hundred, under command of Don Manuel Pineda, a captain in the Mexican
army, who published a long proclamation threatening death and destruction
to the Californians who supported our cause. Notwithstanding this, during a
severe and trying siege, which lasted six weeks, many of the rancheros
from the interior came in and joined us, and for this whole time a company
of native Californians, under the command of the former governor of the
territory, Don Francisco Palacèo, fought bravely with us and rendered us