Management Skills Assessment and

Development 1st Edition Griffin Test

Bank
Go to download the full and correct content document:
https://testbankfan.com/product/management-skills-assessment-and-development-1st
-edition-griffin-test-bank/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...

Management 12th Edition Griffin Test Bank

https://testbankfan.com/product/management-12th-edition-griffin-
test-bank/

Management 11th Edition Griffin Test Bank

https://testbankfan.com/product/management-11th-edition-griffin-
test-bank/

Fundamentals of Management 7th Edition Griffin Test

Bank

https://testbankfan.com/product/fundamentals-of-management-7th-
edition-griffin-test-bank/

Counseling Assessment and Evaluation 1st Edition Watson

Test Bank

https://testbankfan.com/product/counseling-assessment-and-
evaluation-1st-edition-watson-test-bank/
Management 12th Edition Griffin Solutions Manual

https://testbankfan.com/product/management-12th-edition-griffin-
solutions-manual/

Management 11th Edition Griffin Solutions Manual

https://testbankfan.com/product/management-11th-edition-griffin-
solutions-manual/

Fundamentals of Management 8th Edition Ricky Griffin

Test Bank

https://testbankfan.com/product/fundamentals-of-management-8th-
edition-ricky-griffin-test-bank/

Invitation to Human Communication 1st Edition Griffin

Test Bank

https://testbankfan.com/product/invitation-to-human-
communication-1st-edition-griffin-test-bank/

Building Management Skills An Action-First Approach 1st

Edition Daft Test Bank

https://testbankfan.com/product/building-management-skills-an-
action-first-approach-1st-edition-daft-test-bank/
Chapter 6: Diagnostic Skills

Student: ___________________________________________________________________________

1. Brian is very good at seeing relationships between what happened and why. Brian has good:
A. observation skills.
B. behavior modification skills
C. control skills.
D. diagnostic skills.
E. correlation skills.

2. Every evening after dark, rain fell. The toddler determined that the darkness caused the rain. This mistake
is the result of:
A. temporal order.
B. spuriousness.
C. causal relationship.
D. reinforcement theory.
E. negative reinforcement.

3. “Amazing!” thought Jerome. “Every time the boss walks into the department, suddenly everyone finds
something to do.” Jerome has observed:
A. co-variation.
B. co-conspiracy.
C. the executive effect.
D. temporal order.
E. casual relationship.

4. “Our annual plan called for the sale of 10,000 units, but after the competitor introduced its new model, the
advertising budget had to be increased to try to revive interest in our model.” This is an example of:
A. coping with organizatinal complexity.
B. flexibility.
C. adaptation.
D. limiting accumulation of error.
E. poor planning.
5. “A stitch in time saves nine” is an adage that relates to:
A. adaptation.
B. accumulation of error.
C. coping with complexity.
D. minimizing costs.
E. positive reinforcement.

6. A budget is a control mechanism designed to:

A. increase adaptation.
B. limit accumulation of error
C. cope with organizational complexity.
D. minimize costs.
E. modify behavior.

7. “With all the parts we have to keep in stock, we need a computerized database to track inventory.” What is
this store owner wanting to do?
A. limit accumulation of errors
B. provide incentives.
C. adapt to changes in the environment.
D. cope with organizational complexity.
E. minimize costs.

8. Once a year the executive team meets to discuss last year’s performance and how well the organization as a
whole met its goals. This team is engaged in:
A. operations control.
B. financial control.
C. structural control.
D. strategic control.
E. performance control.

9. Last year, enrollment in ITCC was 2,500 students. There were seven employees in administration. This
year, enrollment has increased to 3,000 students and there are 18 administrative employees. This situation
could use some:
A. operations control.
B. financial control.
C. structural control.
D. strategic control.
E. quality control.
10. Each week Rhonda gets a report showing the total accounts receivable and the length of time the balances
have been unpaid. She and her collection department then call the customers to attempt to collect the amounts
owed. Rhonda’s team is engaged in:
A. operations control.
B. financial control.
C. structural control.
D. strategic control.
E. quality control.

11. Stephanie collects data from production, purchasing, inventory control, and quality control. She
summarizes the data then distributes it to these departments. Stephanie is a:
A. data entry clerk.
B. controller.
C. chief financial officer.
D. chief operations officer.
E. chief informatin officer.

12. When management sets the goals for the coming year for such things as output per hour, labor costs per
unit, and scrap rates, they are setting:
A. financial controls.
B. structural controls.
C. operations controls.
D. strategic controls.
E. control standards.

13. If the project is to be completed by June 30, the production must begin on June 15, the raw materials must
be in house by June 1, and the contract has to be signed by May 15. These are examples of:
A. operational controls.
B. strategic controls.
C. structural controls
D. performance indicators.
E. qualty assurance.

14. At the beginning of her shift, Violet resets the counter on her machine to zero. She records the number on
the counter at the end of her shift. Violet is:
A. measuring her performance.
B. calculating productivity.
C. an hourly worker.
D. a piece-rate worker.
E. obsessive-compulsive.
15. Violet records the number of widgets she makes during her shift. Her supervisor tells her whether she was
over or under for the day. The supervisor is:
A. providing feedback.
B. comparing performance against standards.
C. using positive reinforcement.
D. over-controlling.
E. using too much accountability.

16. Violet has been under-producing for the past two weeks. Her supervisor now has to:
A. decide whether to fire Violet.
B. determine if Violet needs more training.
C. determine the need for corrective action.
D. adjust the speed of the machine.
E. decide to reassign Violet to a different department.

17. _____________ is concerned with the processes the organization uses to transform resources into products
or services.
A. Quality control
B. Financial control
C. Operations control
D. Strategic control
E. Structural control

18. Shake-Up Company requires its vendors to certify that the raw materials they provide meet Shake-Up’s
specifications. Shake-Up is using:
A. preliminary control.
B. screening control.
C. proaction control.
D. reaction control.
E. postaction control.

19. Production workers at JKL Company are required to inspect their own work and initial the documentation
that follows every assembly. JKL is using:
A. no controls.
B. reactive controls.
C. proactive controls.
D. quality controls.
E. screening controls.
20. The last worker in the assembly line at the lawn mower factory pulls the cord to see if the mower will
start. This is a type of:
A. quality control.
B. screening control.
C. preliminary control.
D. post-production control.
E. postaction control.

21. During the discussion of goals for the coming year, the production managers talked about standards and
measurements. Their control system will be more effective because they have:
A. created SMART goals.
B. integrated control with planning.
C. allowed for employee participation.
D. planned the reward system.
E. built in flexibility.

22. In the past, the bag filler looked inside to see if it was full enough. Some were; some weren’t. With the
new automated system, each bag is weighed as it is filled to make sure it contains the exact amount. This
method results in more:
A. feedback.
B. productivity.
C. profits.
D. objectivity.
E. job satisfaction.

23. Employees are complaining that their boss is a control freak. They have to ask permission to use the
comfort facilities, to speak to a coworker--some even think they need permisison to sneeze! Which course of
action would you recommend in this situation?
A. Get a new boss for this department.
B. Stop trying to control every action.
C. Give everyone a raise.
D. Reduce everyone’s pay.
E. Introduce a piece-rate system.

24. Josh often misses deadlines so for the latest project his supervisor built an extra two weeks in the
schedule. What’s going on here?
A. Josh’s boss is accommodating Josh’s work style.
B. Josh’s boss is encouraging participation.
C. Josh is being rewarded for inefficiency.
D. Josh is receiving positive reinforcement.
E. Josh is receiving negative reinforcement.
25. Joe has messed up another order for the third time this week. Which of the following would be most
appropriate?
A. Positive reinforcement: praise him when he gets an order right.
B. Negative reinforcement: withhold praise until he does something right.
C. Avoidance: Threaten to fire him if he messes up again.
D. Punishment: cut Joe’s hours
E. Extinction: ignore the behavior so it will go away.

26. “If you clock in late again, I’ll have to place a written warning in your personnel file.” This is an example
of:
A. positive reinforcement.
B. variable reinforcememnt.
C. avoidance.
D. punishment.
E. extinction.

27. “Your production numbers today were better than your average. Keep up the good work.” This is an
example of:
A. variable praise.
B. intermittent reinforcement.
C. positive reinforcement.
D. variable ratio reinforcement.
E. variable interval reinforcement.

28. “Because your absence rate has exceeded 2.5%, you will be given an unpaid three-day suspension during
which to decide whether you want to continue working here.” This is an example of:
A. negative reinforcement.
B. fixed ratio reinforcement.
C. variable ratio reinforcement.
D. praise.
E. punishment.

29. Paul often spoke out in team meetings without waiting for recognition from the team leader. When the
team leader ignored the behavior and did not respond to Paul, the team leader was engaging in:
A. punishment.
B. negative reinforcement.
C. praise.
D. positive reinforcement.
E. extinction.
30. Natalie gets a paycheck every other week regardless of the amount of work she gets done. This system is
a:
A. positive reinforcement.
B. fixed-interval reinforcement.
C. variable interval reinforcement.
D. fixed-ratio reinforcement.
E. variable-ratio reinforcement.

31. For every dozen arrangements she sells, the florist pays Valerie $50. Sometimes she can sell these in a
week, other times it may take a month. This is an example of a:
A. fixed-interval reinforcement.
B. variable-interval reinforcement.
C. fixed-ratio reinforcement.
D. variable-ratio reinforcement.
E. piece-rate system.

32. One of the best reasons to empower employees is:

A. lower level people make better decisions.
B. goals handed down from managers do not motivate employees.
C. it improves employee morale.
D. their decisions cost less.
E. people will support what they help create.

33. Nurses often work three 12-hours shifts followed by three days off. This type of schedule is called a(n)
A. extended work schedule.
B. compressed work schedule.
C. predictable work schedule.
D. flexible work schedule.
E. variegated work schedule.

34. Jarvis’ son has a soccer game this afternoon so he will be leaving work today at 3 p.m. He came in at 6
a.m. His boss doesn’t mind so long as he is at work between 10 and 2. Jarvis’ company uses a:
A. customizable work schedule.
B. compensatory time schedule.
C. team-based work schedule.
D. flexible work schedule.
E. fixed work schedule.
35. Peony and Petunia are twins who work part-time as file clerks in a law office. Together they occupy one
position on the organizational chart. This work arrangement is called:
A. part-time work.
B. permanent employment.
C. partial employment.
D. work splitting.
E. job sharing.

36. After the birth of her second child, Mayva had difficulty finding a sitter for a toddler and an infant. Her
employer allowed her to work from home and connect to other workers and customers via the phone and
Internet. Mayva is:
A. receiving accommodations for a disability.
B. working a variable schedule.
C. telecommuting.
D. about to lose her job.
E. job sharing.

37. Every year QRS Corporation evaluates every employee’s performance. Employees with the higher scores
receive pay hikes in either salary or wage. QRS uses a:
A. variable rate plan.
B. profit-sharing plan.
C. gainsharing plan.
D. Scanlon plan.
E. merit pay plan.

38. For every appointment she sets for her boss, the insurance agent, Marianne is paid $15.00 This is an
example of:
A. a variable-ratio pay system.
B. a piece-rate system.
C. a fixed-interval system.
D. a merit pay system.
E. a profit-sharing system.

39. Rather than increase labor costs permanently, TUV Company decided to reward employees with annual
bonuses instead of pay raises. This method is called:
A. a variable-ratio pay plan
B. a fixed-interval pay play
C. an incentive pay plan.
D. a merit pay plan.
E. a motivational pay plan.
40. Because it is a non-profit organization, DEF Services cannot share profits with its employees. It can,
however, return a portion of cost savings to them when their productivity results in expenses lower than
budgeted. This plan is called:
A. productivity sharing.
B. gainsharing.
C. the Scanlon plan.
D. the Hay plan.
E. cost containment.

41.

1. The welding supervisor promised doughnuts to his

day shift team if they could out-produce the night
shift. Control standard ____
2. Times change. Customer preferences change. The
companies that survive change are good at
____________. Co-variation ____
3. “Additional violations of this policy will result in
escalating levels of disciplinary action, up to and
including termination.” John knew he had to clean up Behavior
his act or he might lose his job. modification ____
4. The first wallpaper strip was only 1 degree off
plumb, but after 10 strips were hung the deviation was Accumulation of
10 degrees. error ____
5. The die cast employees work four 10-hour days per
week. Controller ____
6. Heather is expected to type 60 words per minute Compressed
with no more than three errors in three minutes. work schedule ____
7. Jasper noticed that when the PA system played soft
rock, production went up but when it played heavy Coping with
metal music, production went down. complexity ____
8. Blue Sapphire makes 18 different blends of dog
food from 60 different ingredients in 3 separate
facilities, each in a different region of the U.S. Accuracy ____
9. A manager may make poor decisions if the
information lacks _________. Avoidance ____
10. Jeanette collects production information such as
material costs, labor costs, labor hours, and scrap rates
to help production supervisors meet organizational
goals Adaptation ____
42.

1. The computer monitor just went dark. To fix the

problem, the technician will use _______________. Diagnostic skills ____
2. The custodian is permitted to determine the type of
cleaning products. Extinction ____
3. When a new product was introduced, the machining
department was able to reprogram the Broach system Fixed-interval
to accommodate the new specifications. schedule ____
4. The management team is meeting to determine such
things as the average time allowed to serve a
hamburger, fries, and a drink to one customer. ESOP ____
5. Jennifer is tired of being teased at work so she has
decided to ignore the behavior hoping it will cease. Financial control ____
6. Want to teach a horse to count to three? Reward Flexible work
him after he stomps his foot three times. schedule ____
7. Jasmine can set her own work hours provided she is Establishing
present between 9 and 1 every day. standards ____
8. “Is it in the budget?” The plant superintendent asks
this every time one of his managers wants to make a
large purchase. Empowerment ____
9. Every year on the anniversary of his employment,
Jonah receives shares of stock equal to his years of Fixed-ratio
service. schedule ____
10. Ted gets a paycheck every week regardless of his
performance. Flexibility ____
43.

1. The quality assurance employees have authority to

shut down a production line if they determine that the
trend of their process control data indicates the line will
soon be producing non-compliant product. Job sharing ____
2. Theodora pulls one part from the line every 15 Operations
minutes to measure important dimensions. control ____
3. “If we reduce costs to 20% below budget, each of you Gainsharing
will receive a portion of the savings.” program ____
4. The real estate agent knew for every 30 cold calls, 5
appointments would be set and 1 home would be
sold. So she set up an incentive program that rewarded
her office people for making phone calls. But she did
not sell any more homes. Merit pay ____
5. Mary is paid for every sale she makes. Participation ____
6. “This evaluation depends solely on the opinion of the Inappropriate
supervisor. It lacks ___________.” focus ____
7. Marty and Ted are both part-time finishers. Marty
works 7 to 11; Ted works 11:30 to 3:30 at the same work
station. Overcontrol ____
8. “Your score on the performance appraisal is Incentive pay
4.75. You will receive a rate increase of 7 %.” plan ____
9. “Team, I would like you input here. How can we Minimizing
reduce scrap from the conversion line?” costs ____
10. At the unionized plant, employees who drove U.S.
made cars parked in a lot closer to the door; those who
drove foreign brands had to park in the back lot farthest
from the door. Objectivity ____
44.

1. “Attaboy! Great job!” Strategic control ____

Reinforcement
2. What gets rewarded gets repeated. theory ____
3. Brandon pulls one part out of every 100 produced Preliminary
to check compliance to specifications. control ____
4. “Although it looks like the problem is the
conveyor, there might be other factors we haven’t Piece-rate
investigated yet. incentive plan ____
5. The executive team meets to compare annual
results from each business division to the goals for
the total organization. Punishment ____
6. “Because of your absenteeism, you will receive a
written warning that will remain in your personnel
file for at least one year.” Postaction control ____
7. At the end of the production process, Joe turns on Reward for
the TV to see if it works. inefficiency ____
8. “We have $7,000 left in this year’s budget and
only three months to spend it. If we don’t our budget
will be cut next year.” Spuriousness ____
9. Only candidates with bachelors’ degrees need Positive
apply. reinforcement ____
10. For each widget Kathy makes, she earns five
cents. Screening control ____

45.

1. Janine works Monday and Wednesday evenings,

Friday early morning, and afternoons on Saturday to
accommodate her class schedule. Structural control ____
2. “My people never know when I’ll offer a
compliment for their work, so they keep trying their Too much
best.” accountability ____
3. Elizabeth works from the airport, her hotel room,
and sometimes her home, connecting to customers Variable-interval
and her coworkers by Internet and phone. schedule ____
4. The executive team is looking at the manpower
report and questioning why there are so many people
in quality assurance compared to the number of
production workers. Timeliness ____
5. “I’m doing my job. Why do you have to keep Variable work
checking up on me?” schedule ____
6. “We need daily feedback on the new product but
only monthly figures for the older one.” Telecommuting ____
7. Slot machines are designed to pay off after a
different number of pulls. Sometimes the payoff Variable-ratio
comes after three pulls, other times after 300. schedule ____
46. What is meant by a spuriousness? Give an example to support your statements.

47. What conditions must exist for a determination of cause and effect to be made? Give an example.

48. What is the relationship between control and diagnostic skills?

49. Wood Engineering produced slide rules, a wooden mechanical device used by engineers and
mathematicians for complex problems. When the first handheld calculators appeard on the market, Wood
Engineering ignored the dip in its sales, thinking the new calculators were just a fad that would never replace
the slide rule. Wood ended up closing its doors when the market for slide rules vanished. What was the
mistake Wood made?
50. What are three ways a control system helps an organization?

51. Bill’s Burgers uses a sophisticated software that tracks sales of its sandwiches and other menu items by the
minute, every day of the week. Bill can accurately predict how many and what kind of items will be ordered at
any time of day so he can prepare only what will be sold. Bill is using this software as part of a control system
to:

52. Return on assets is an accounting (financial) ratio indicating how well the organizations assets are being
used to generate revenues. What level of control does this exemplify?

53. List the steps in designing a control system

54. List four reasons employees might resist control.

55. List three ways managers can overcome resistance to control.

56. _________________ are a major causal factor in contributing to employee motivation to perform.

57. _______________ argues that behavior that results in rewarding consequences is likely to be repeated,
whereas behavior that results in punishing consequences is less likely to be repeated.
58. List four kinds of reinforcement managers can use to direct employee behavior toward desirable actions.

59. Managers who want to use reinforcement theory to motivate their employees generally do so with a
technique called _________________.

60. Explain the difference between participation and empowerment. Which one works best, and why?

61. To accommodate his college schedule, Wyatt works the breakfast shift on Monday and Wednesday, the
lunch shift on Tuesdays and Fridays, and the evening dinner shift on the weekends. He has the same schedule
every week and is not allowed to deviate from it. What kind of schedule does Wyatt have?
62. Barbara is a nurse. She works three 12-hours days in the first week and is off four days. Then she works
four 12-hour days the second week and is off three days. Every two weeks she works a total of 84
hours. What kind of alternative work arrangement is Barbara working?

63. Jeremy is a customer service representative. He is required to be at work from 10 a.m. to 3 p.m. every
weekday. He can begin his day as early as 6 a.m. and end it as late as 7 p.m. provided that he does not exceed 8
hours per day. What kind of work arrangement is this?

64. Maria and Naomi are both accounting department clerks. Maria works every morning from 8:30 to
12:30. Naomi comes in at 12:15 and works until 4:30. The ladies share one workspace. What kind of work
arrangement is this?
65. Brenda works from home. Every morning she participates in a meeting with her supervisor and peers via
Internet connection. Occasionally she must actually go to the office but the bulk of her work is done by phone
and computer at home. What kind of alternative work arrangement is this?

66. Miguel has been given an increase in his hourly wage as a result of his high performance this past
year. What type of reward system is this?

67. Manuel is paid $1.20 for every part he makes above the required minimum of 60 per hour. What kind of
reward system is this?

68. Bill watches his employees trying to catch one of them doing something above and beyond the
usual. When this happens, he gives that person praise and a coupon for a free drink at the local coffee
shop. What kind of reward system is this?
69. At the beginning of the fiscal year, the CEO announced that if the organization met its profit goals, the
employees with at least one year seniority at the end of the fiscal year would be eligible for a bonus. What type
of incentive plan is this?

70. As a reward for continued loyalty to the company, ABC Corporation, a publicly traded company, gives
shares of stock to its employees based on their years of service. What kind of reward system is this?

71. Why are strong diagnostic skills important for a manager?

72. Why is control an important management function? What happens to an organization when there is no
control? Give appropriate examples.
73. How can control prevent the accumulation of errors? Provide an appropriate example

74. Why is control of financial resources the most important area to control? What happens if the financial
resources are not properly controlled?

75. Explain the use of each type of operational control and give an appropriate example of each.

76. Explain and give examples of the characteristics of an effective control system.
Another random document with
no related content on Scribd:
The Project Gutenberg eBook of School-life at
Winchester College
 This ebook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it away
or re-use it under the terms of the Project Gutenberg License
included with this ebook or online at www.gutenberg.org. If you
are not located in the United States, you will have to check the
laws of the country where you are located before using this
eBook.

Title: School-life at Winchester College

or, the reminiscences of a Winchester junior under the
old régime, 1835-40.

Author: Robert Blachford Mansfield

Release date: February 12, 2024 [eBook #72944]

Language: English

Original publication: London: David Nutt, 1893

Credits: MWS and the Online Distributed Proofreading Team at

https://www.pgdp.net (This file was produced from
images generously made available by The Internet
Archive/American Libraries.)

*** START OF THE PROJECT GUTENBERG EBOOK SCHOOL-

LIFE AT WINCHESTER COLLEGE ***
 SCHOOL-LIFE AT
WINCHESTER COLLEGE

A “HOT” AT FOOT BALL

THE COMMONERS HAVE RED AND THE COLLEGE BOYS BLUE JERSEYS.

SCHOOL-LIFE
AT
WINCHESTER COLLEGE;
OR,
The Reminiscences of a Winchester Junior
UNDER THE OLD RÉGIME, 1835-40.
 WITH A GLOSSARY OF WORDS, PHRASES, AND CUSTOMS,
PECULIAR TO WINCHESTER COLLEGE.

By ROBERT BLACHFORD MANSFIELD,

AUTHOR OF
“THE LOG OF THE WATER-LILY,” “THE WATER-LILY ON THE DANUBE,” ETC.
ETC.

THIRD EDITION.

LONDON:
DAVID NUTT, 270-71 STRAND.
P. & G. WELLS, WINCHESTER.
1893.
 PREFACE TO THIRD EDITION.
a.d. 1893 being the quincentennial anniversary of our glorious
foundation, an enterprising publisher has undertaken to bring out a
third edition of this sketch of the life of a Winchester Junior in the
dark ages of 1835-40. Thirty years have elapsed since the book was
originally written, twenty since the second edition was brought out,
and fifty-seven since I first became a Wykehamist.
No one is more aware than myself how entirely devoid of literary
merit is this little book; but as it is a true and faithful account of the
state of the school under a system that has long been superseded,
any interest that it may have must increase from year to year, as the
times of which it treats become more distant, and the manners and
customs which it depicts present a greater contrast to those of the
present day. Except in the last chapter, which I have rewritten, there
is but little difference between this and the previous editions, firstly
because I have nothing to add or alter in my record, and secondly,
because the work being stereotyped, considerable expense would
have been incurred by altering all those passages which, written in
1862, allude to the then existence of Dr. Moberly, the state of Meads,
and Antechapel at that date, &c., &c., which the reader can correct
for himself, but which do not in any way affect the object of the work,
viz., the economy of the school in 1835-40.
The representation of “a Hot” by Mr. Holmes gives an excellent
idea of that peculiar feature of the game of football as played at
Winchester at the date of which I write. The other pictures by Mr.
Garland sufficiently well represent the architectural features of the
College, but justice is scarcely done to the figures of the boys, who
did not go through their labours and amusements in such rigid style
as might be inferred from their figures and attitudes as here
represented. The cuts in the Glossary would also have been more
effective if the artist (not Mr. Garland) had ever seen a Winchester
scholar in his peculiar costume.
 The sweeping changes that commenced during my school-days
were mainly owing to the initiative of Charles Wordsworth, the late
lamented Bishop of St. Andrews, as distinguished at Oxford for his
scholarship and as a theologian as he was for his supreme
excellence in cricket, rowing, tennis, skating, and all athletic
exercises. He had been appointed to the office of Second Master
one half year before I came as a boy, and, with the willing assistance
of the beloved Warden, Barter, and the Head-Master, speedily began
to make many much-needed changes in the arrangements, which
have made Winchester equal, if not superior, to any other public
school as regards the comfort and wellbeing of the boys, and worthy
of its glorious reputation for five hundred years.
I take this opportunity of expressing my great gratification at the
success of the book, and to express my thanks to my numerous
correspondents for their flattering letters. Wykehamists of every
standing have expressed their interest in this account of the manners
and customs of the School in times past, and those of my own have
testified to its accuracy. From India and America I have received
most interesting letters from old school-fellows, who had discovered
from internal evidence the personality of the writer. In one quarter
alone have I met with adverse criticism. I was accused (shortly after
the publication of the first edition) by “The Wykehamist” (a monthly
publication, edited by the boys at Winchester) of having been
actuated by a feeling of ill-will towards the School, and of untruth.
How such an idea as the former could have been gathered from the
book I am at a loss to conceive, and when it was first published the
only merit that I knew it possessed was its truth. And now I have the
best public testimony to my veracity;—a cotemporary, Mr. Gould
Adams, who, in the preface to his charming book “Wykehamica” (a
work which should be one of “the hundred books” possessed by
every Wykehamist), states that he has been indebted for some of the
materials for his work to “my very truthful picture of the Winchester of
my day.”
The Bishop of St. Andrews, who kindly allowed me to use his
engravings of the “Trusty Servant,” and of the large tablet at the west
end of school with the inscription “Aut disce,” &c.; Mr. Mackenzie
Walcot, who permitted me to use the cut of the old Commoners
Buildings that appeared in his work on Winchester College, and my
cousin, Mr. Elliot Blackstone, of New College and the British
Museum, who greatly assisted me in bringing out the first edition,
when I was abroad, have all passed away. But I must again (for the
third time) give vent to my feelings of gratitude to the Rev. H.
Moberly for answering the many questions I troubled him with, and to
my cousin, the Rev. Algernon Simeon, for his valuable assistance in
compiling the slang glossary, and to Mr. Wrench for the very great
assistance he has rendered me in supplying me with information as
to the alterations in the manners and customs of the School, which I
have embodied in the last chapter.
 CONTENTS.
PAGE

CHAPTER I.
Introduction, 17
CHAPTER II.
OF THE LOCUS IN QUO AND DRAMATIS PERSONÆ.
Plan of College Buildings—Dons—College Præfects—
Candlekeepers— Dress—Choristers—Commoner
Buildings—Præfects—Coursekeeper, 25
CHAPTER III.
TREATS OF SOME MANNERS AND CUSTOMS.
A Fag’s Duties—His Respect for Præfects—Præfects’
Responsibilities—Code of Honour—Lying Scouted—
Exceptional Anecdote—Certain Things considered
Common Property—Slang—Nicknames of Officials and
Under-Porter—Whole Holidays—Remedies—Half
Holidays—Sundays—Hills, 37
CHAPTER IV.
THE JUNIOR’S START IN COLLEGE LIFE.
πεμπε—Tin Gloves—Test of Founder’s Kin—Tutor and Pupil
—The Fag “in Course,” 53
CHAPTER V.
THE JUNIOR IN CHAMBERS.
Choosing Chambers—Furniture of Chambers—Junior’s
Duties—Toy-time—Mess—Sound Sleepers—Sitting up—
The Scheme—Toefitying—Spree Mess—Theatricals, 58
 CHAPTER VI.
THE JUNIOR IN HALL.
Rush for Trenchers, &c.—Description of Hall—Toasting and
Cooking—Receipt for Fried Potatoes—Tea—Luncheon—
Conning for Bands—Beever Time—Dinner—Dispars—
Fagging in Hall—Kitchen, 77
CHAPTER VII.
THE JUNIOR IN CHAPEL.
The Late Warden—The Antechapel—The Crimean Memorial
—The New Tower—Hours of Service—The Oath—
Cloisters, 91
CHAPTER VIII.
THE JUNIOR IN SCHOOL.
Description of School—Scobs—Officers—Division of Classes
—Prizes and Medals—Long and Short Half—Easter
Time—Commoners’ Speaking—Cloisters—Latin
Composition—Flogging—Scraping and Shirking Out—
Latin Verses—Pealing, 100
CHAPTER IX.
THE JUNIOR ON A LOCKBACK HOLIDAY.
Fagging Choristers—Crutch—Currell—Concerts—Fighting—
How to Catch the Measles—“Books Chambers,” 119
CHAPTER X.
THE JUNIOR IN MEADS.
“Watching out”—Cricket Reminiscences—Lord’s Matches—
Turf—Football—Six and Six—Twenty-two and Twenty-
two—SS and Trees—Fines—Sick-House—Gooseberry
Fool—“Going Continent”—Long Meads—Enlargement of
Meads, 128
CHAPTER XI.
THE JUNIOR ON HILLS.
On—Mizmaze—The Badger—Swimming Lessons—Practical 149
Jokes—Trial for Assault—Town and Gown Row,
CHAPTER XII.
THE JUNIOR ON LEAVE OUT.
Saints’ Days—Early Leave Out—Poaching—Rowing—A
Dinner—Sunday Leave Out, 161
CHAPTER XIII.
THE JUNIOR IN STANDING-UP WEEK.
Standing-up—Commoners—Pealing, 169
CHAPTER XIV.
THE JUNIOR IN ELECTION WEEK.
“Ad Portas”—“Electors”—“Candlesticks”—“Founders”—
Examinations—“Superannuates”—Medal Speaking—
Election Dinners—Effects of Eating Ice when Hot—
Resignation—“Domum”—“Ball”—“Jam
Lucis”—“Batlings”—Last Breakfast, 174
CHAPTER XV.
Conclusion, 187
GLOSSARY, 197
 CHAPTER I.
INTRODUCTION.

It is now nearly half a century since, full of hope and spirits, I made
my appearance at Winchester College, when I entered the gates,
proud of my position as the junior Wykehamist; and more than forty
years have elapsed since I doffed my gown, and stepped forth into
the outer world.
Times have changed since then, and perhaps in no place are the
changes more marked than in the old school. I was there at a
remarkable period, as, during my residence, important and much
required improvements and alterations were commenced in the
system of internal economy, discipline, and education, which have
continually advanced to the present day, till at last, in the opinion of
some who are well fitted to form a judgment, the operation has been
so roughly carried on, that, together with the customs that required
extirpation, some institutions have been rooted up which might as
well have been allowed to remain.
Among the more beneficial changes I may mention the
amelioration of the fagging system, from which many of the
asperities were removed while I was in the position most capable of
appreciating the benefit, and which since my departure has been still
further improved. I consider mitigated fagging a valuable institution,
and I think on this subject I can speak with authority, as when I
entered I was junior in College, and during the whole five years that I
was there I was always a fag, never having sufficiently advanced in
the school to taste the sweets of power. When I went to Winchester
the life of a junior was not made very pleasant to him for the first
year or two. I attribute this principally to the following causes:—First
and foremost, to the brutality of one or two boys; if any such now
exist, as there were in my time, (which I doubt,) their opportunities
and power of cruelty are so curtailed, and the feeling against such
proceedings both abroad and in the school so much stronger, that
their evil influence is reduced to a minimum. Secondly, to the
monstrous system of fagging at dinner-time, and the atrocities
therewith connected; the whole of which has been absolutely done
away with. And, lastly, to the unlimited extent to which watching out
at cricket, and kicking in at football, was carried; the former of which
has now been reduced within reasonable limits, and the latter
entirely abolished.
Some of my friends have expressed themselves amused with
such of my school experiences as I have occasionally recited to
them, and have from time to time urged me to publish them. I do not
think I should ever have carried out the suggestion, had not
circumstances occurred which induced me, in 1860, to take up my
quarters at Winchester for some weeks, when I was naturally led to
frequent my old haunts; and this brought many long-forgotten
scenes, thoughts, faces, and words so vividly to my recollection, that
I found a real pleasure and interest in noting them down. Whether
any one will take either pleasure or interest in reading my notes
when published, is perhaps doubtful; yet I know that, when I was a
boy at College, we were eager for any information about the former
manners and customs of the old place; and it is to the boys
especially that I address myself; and I hope that if this little book falls
into the hands of any of the juniors, they will derive some comfort
from the thought that although they may consider their own lives
rather hard, others have passed through far severer trials than theirs,
unscathed, and can yet look back to the time of their juniorship with
interest and regret. If I fail in interesting them it must be my own
fault, as, whatever my deficiencies in style and expression, I cannot
plead want of knowledge of my subject; I think also that I am
impartial; I respect my old school, and if I had boys, and could get
them into it, I would send them there; but I am not the least inclined
to cry it up at the expense of other similar establishments, of which I
have had no experience. I am certain, however, that there is no
school where, at the present day, the authorities take a more
personal and careful interest in the moral and physical wellbeing of
the boys; and this is rendered more practicable at Winchester than at
most other public schools, owing to the number being limited to
about two hundred, instead of being allowed to expand till it
becomes rather a cluster of small schools than one solid
establishment.[1]
If any of my own contemporaries ever glance over these pages, I
hope they will experience a pleasure in having some scenes brought
again before their minds’ eye with which they were once familiar, but
of which the remembrance had become fainter and fainter, as they
have gradually been shadowed over by the duties and struggles of
after-life; though I fear that any such satisfaction will be damped by
the feeling of how much better they might have been described by
an abler pen.[2] I cannot expect that my book will be noticed by
anybody except Wykehamists, yet, in case it should ever attract the
notice of any one who is altogether unacquainted with Winchester, I
have given a description of the geography of the buildings (in chap,
ii.) and the institutions of the school, lacking which the book would
have been entirely without meaning to them;—all such dissertations
the Wykehamist will, of course, skip. I have, however, omitted giving
any account of the history, antiquities, and architecture of the
College, all of which have been amply described in several works
with which Wykehamists are very well acquainted, and which others
can easily procure if they desire any such information. I simply
propose as my task some account of the inner life of the boys as it
was, “Consule Planco,” illustrated by a picture of the trials and
amusements of a junior.
As I remarked above, I think fagging on the whole a laudable
institution. Some of the stories here related may not perhaps seem
to put it in a very pleasant light; but it must be remembered always,
that it is much mitigated at present, and also that, in a light and
somewhat gossiping production like this, there is more movement
and life in such anecdotes than in a relation of the ordinary
kindnesses shown by the bigger to the lesser boys; certainly, I have
a more lasting general recollection of benefits received than of
cruelties suffered; and in after-life, in the rough struggles of the
world, happy is he who has gone through such a training. Here there
is no tuft-hunting—wealth and rank have little influence, if the heart is
not open and hand skilful. A boy learns to help himself, not to be
disheartened in difficulties, and to be prepared for any emergency;
and withal a keen sense of honour, friendly rivalry, and patriotic
feeling, is continually kept in action. Commend me in a row, moral or
physical, to your public schoolman: in the former case, he will very
probably be endowed with the judgment, decision, and self-reliance
so necessary in such an emergency; and in the latter, he will be
likely to stand firm, and know the use of his left hand as well as his
right, and when, where, and how to bring both into play.
Plan of Winchester College 1835-40
 CHAPTER II.
OF THE LOCUS IN QUO AND DRAMATIS
PERSONÆ.

Plan of College Buildings—Dons—College Præfects—

Candlekeepers—Dress—Choristers—Commoner
Buildings—Præfects—Coursekeeper.

Before entering into particulars it will be necessary to give the non-

Wykehamist reader some idea of the arrangement of the College
buildings, and of their various uses in the general economy of the
institution.
The College of St Mary of Winchester (near Winchester, as it used
to be called) was, in olden times, situated outside the town, but is
now bounded on its west side by the buildings of Kingsgate Street
and College Street. The entrance is from the latter street through a
handsome portal called “outer gate,” which opens into a quadrangle,
on the east side of which is the Warden’s house; passing through
this court and another gateway (“middle gate,” above which is
“election chamber”) we enter another spacious quadrangle, the
southern side of which is formed by the chapel and hall, the western
mainly by the kitchen, and the remaining two sides by the boys’ bed-
chambers, (on the ground floor,) and the fellows’ and second
master’s lodgings above. Underneath the hall, and close to the great
hall staircase, a passage called “seventh-chamber passage” leads
into a third quadrangle of smaller dimensions, called “school court,”
on the south of which is the school, and on the east the outside wall
of the chapel cloisters; along the entire western side of the College
buildings, from College Street to the school, extend the buildings of
Commoners, (the boys not on the foundation,) the communication of
which with College is through a door on the west side of “school
court.” A passage between the school and cloister wall leads to the