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© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 219
CHAPTER 7
Creating a Flexible Organization
INSTRUCTOR MANUAL RESOURCES
7.1 A Word from the Authors..................................................................................................... 220
7.2 Transition Guide ................................................................................................................... 220
7.3 Quick Reference Guide......................................................................................................... 221
7.4 Learning Objectives.............................................................................................................. 222
7.5 Brief Chapter Outline............................................................................................................ 222
7.6 Comprehensive Lecture Outline ........................................................................................... 223
7.7 Textbook Answer Keys......................................................................................................... 230
7.7a Concept Checks .................................................................................................. 230
7.7b Discussion Questions.......................................................................................... 233
7.7c Video Case: Zappos Wants to Make Customers (and Employees) Happy......... 235
7.7d Building Skills for Career Success ..................................................................... 236
7.8 Quizzes I and II..................................................................................................................... 238
7.9 Answer Key for Quizzes I and II.......................................................................................... 240
7.10 Classroom Exercises............................................................................................................. 241
7.10a Homework Activities.......................................................................................... 241
7.10b Classroom Activities........................................................................................... 241
7.10c Exercise Handouts .............................................................................................. 241

220 Chapter 7 Creating a Flexible Organization
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7.1 A WORD FROM THE AUTHORS
Having outlined in the preceding chapter the management of a business organization, in this chapter
we examine the organization itself. First, we define organization from a business perspective. Then
we discuss five dimensions of organizational structure: (1) job specialization, (2) departmentalization,
(3) centralization, (4) span of management, and (5) chain of command.
Next, we discuss the various methods of combining these individual elements within a single busi-
ness structure. We introduce four approaches to organizational structure—line, line-and-staff, ma-
trix, and network—and present the advantages and disadvantages of each. We conclude the chapter
with a brief discussion of how corporate culture, committees, informal groups, and the grapevine
affect an organization.
7.2 TRANSITION GUIDE
New in Chapter 7: Creating a Flexible Organization
 A new Inside Business feature describes W.L. Gore’s culture of individual commitment.
 The two Personal Apps in this chapter can help students apply content to their real life. The first
one discusses the connection between line-and-staff groups in a job, and the second one discuss-
es clues to use when searching for a new job.
 An example about Intel offering short-term job assignments has been added to the section “Al-
ternatives to Job Specialization.”
 A new example about how PepsiCo has divided its products and locations has been added to the
section “Combinations of Bases.”
 An Entrepreneurial Success feature examining how to be a successful delegator has been added.
 A new video case examines how Zappos is focused on making customers and employees happy.
 The Building Skills for Career Success section contains a new Social Media Exercise that de-
scribes how Zappos is customer-centered.

Chapter 7 Creating a Flexible Organization 221
7.3 QUICK REFERENCE GUIDE
Instructor Resource Location
Transition Guide IM, p. 220
Learning Objectives Textbook, p. 183; IM, p. 222
Brief Chapter Outline IM, pp. 222–223
Comprehensive Lecture Outline IM, pp. 223–229
Entrepreneurial Success Successful Leaders Are
Successful Delegators
Textbook, p. 191
Striving for Success Dell Restructures to Jump-Start
Innovation
Textbook, p. 198
Inside Business Autonomy Fosters Innovation and
Success at W.L. Gore
Textbook, p. 184
Marginal Key Terms List Textbook, p. 201
Concept Checks Textbook, pp. 185, 187, 189, 192, 193, 196, 198, and 199
Questions and Suggested Answers, IM, pp. 230–233
Discussion Questions Textbook, p. 202
Video Case (Zappos Wants to Make Customers [and
Employees] Happy) and Questions
Textbook, pp. 203–204
Building Skills for Career Success Textbook, pp. 204–205
Suggested Answers, IM, pp. 236–237
IM Quiz I & Quiz II IM, pp. 238–240
Answers, IM, p. 240
Classroom Exercises IM, p. 241

7.4 LEARNING OBJECTIVES
After studying this chapter, students should be able to:
1. Understand what an organization is and identify its characteristics.
2. Explain why job specialization is important.
3. Identify the various bases for departmentalization.
4. Explain how decentralization follows from delegation.
5. Understand how the span of management describes an organization.
6 Describe the four basic forms of organizational structure.
7. Describe the effects of corporate culture.
8. Understand how committees and task forces are used.
9. Explain the functions of the informal organization and the grapevine in a business.
7.5 BRIEF CHAPTER OUTLINE
I. What Is an Organization?
A. Developing Organization Charts
B. Major Considerations for Organizing a Business
II. Job Design
A. Job Specialization
B. The Rationale for Specialization
C. Alternatives to Job Specialization
III. Departmentalization
A. By Function
B. By Product
C. By Location
D. By Customer
E. Combinations of Bases
IV. Delegation, Decentralization, and Centralization
A. Delegation of Authority
1. Steps in Delegation
2. Barriers to Delegation
B. Decentralization of Authority
V. The Span of Management
A. Wide and Narrow Spans of Management
B. Organizational Height

VI. Forms of Organizational Structure
A. The Line Structure
B. The Line-and-Staff Structure
C. The Matrix Structure
D. The Network Structure
VII. Corporate Culture
VIII. Committees and Task Forces
IX. The Informal Organization and the Grapevine
7.6 COMPREHENSIVE LECTURE OUTLINE
I. WHAT IS AN ORGANIZATION? An organization is a group of two or more people
working together to achieve a common set of goals. A neighborhood dry cleaner owned and
operated by a husband and wife team is an organization. So are IBM, Rubbermaid, and Home
Depot.
A. Developing Organization Charts. An organization chart is a diagram that represents
the positions and relationships within an organization. (See Figure 7-1.)
1. The chain of command is the line of authority that extends from the highest to the
lowest levels of the organization.
2. The positions represented by broken lines are not part of the direct chain of com-
mand; these are advisory, or staff, positions.
3. Many smaller organizations find organization charts useful. Some large organiza-
tions do not maintain complete, detailed charts because:
a) It is difficult to accurately chart a few dozen positions much less the thou-
sands that characterize larger firms.
b) Larger organizations are almost always changing which quickly makes the or-
ganization chart outdated.
Teaching Tip: Enter “organization chart” in your favorite search engine and bring up some exam-
ples of organization charts. Some good ones include the one for the Justice Department (http://www
.justice.gov/agencies/index-org.html) and the one for the United Nations (http://www.un.org/en/
aboutun/structure/org_chart.shtml). Comparing these and the charts you found, what do you think
constitutes a good organization chart?
B. Major Considerations for Organizing a Business. The factors to consider when de-
ciding how to organize a firm include job design, departmentalization, delegation, span
of management, and chain of command.

II. JOB DESIGN
A. Job Specialization. Job specialization is the separation of all organizational activities
into distinct tasks and the assignment of different tasks to different people.
B. The Rationale for Specialization. Specialization is necessary for several reasons.
1. The “job” of most organizations is simply too large for one person to handle.
2. When a worker has to learn one specific, highly specialized task, that individual
can learn it quickly and perform it efficiently.
3. The worker who is doing the same job over and over does not lose time changing
operations.
4. The more specialized the job, the easier it may be to design specialized equipment.
5. The more specialized the job, the easier is the job training.
Teaching Tip: As an example of job specialization, ask your students about the specialization in
their family as they were growing up. Chances are that each member of the family had some tasks
for which they were the family “expert.” For example, were they the computer guru in their house?
C. Alternatives to Job Specialization. Specialization can also have some negative conse-
quences, such as employee boredom and dissatisfaction. Managers can minimize these
issues.
1. Job rotation is the systematic shifting of employees from one job to another.
2. Job enlargement and job enrichment along with other methods used to motivate
employees are discussed in Chapter 10.
III. DEPARTMENTALIZATION. Departmentalization is the process of grouping jobs into
manageable units. Common bases of departmentalization are:
A. By Function. Departmentalization by function groups jobs that relate to the same or-
ganizational activity.
1. Many smaller and newer organizations departmentalize on function.
2. The disadvantages of this method are that it can lead to slow decision making and
it tends to emphasize the department rather than the organization.
B. By Product. Departmentalization by product groups all activities related to a particular
good or service.
C. By Location. Departmentalization by location groups all activities according to the de-
fined geographic area in which they are performed.
D. By Customer. Departmentalization by customer groups all activities according to the
needs of various customer populations.
E. Combinations of Bases. Many organizations use a combination of departmentalization
bases. (See Figure 7-2.)

Teaching Tip: Ask your students if any of them have ever worked for a restaurant or hotel. Ask them
what type of departmentalization they might have encountered. A hotel might have a specific group of
employees who only handle banquets and corporate meetings, which would be an example of customer-
based departmentalization. At a restaurant, things might be arranged by function. As part of the discus-
sion, ask students what improvements they might make.
IV. DELEGATION, DECENTRALIZATION, AND CENTRALIZATION. Delegation as-
signs work and power to other workers.
A. Delegation of Authority
1. Steps in Delegation. Three steps are generally involved in the delegation process.
(See Figure 7-3.)
a) The manager must assign responsibility. Responsibility is the duty to do a job
or perform a task.
b) A manager must grant authority, which is the power, within the organization,
to accomplish an assigned job or task.
Teaching Tip: Ask students if anyone has ever given them the responsibility for accomplishing a
task without giving them the authority to get it done.
c) The manager must create accountability. Accountability is the obligation of a
worker to accomplish an assigned job or task. Accountability is created, but it
cannot be delegated.
2. Barriers to Delegation. For several reasons, managers may be unwilling to dele-
gate work.
a) A manager may not trust the employee to complete the task.
b) A manager may fear that a subordinate will do exceptional work and attract
the attention of top management.
c) Some managers are so disorganized that they simply are not able to plan and
assign work effectively.
Teaching Tip: Consider using “The Delegator” exercise here. It is a five-minute individual quiz that
can be used as the basis for discussion regarding when it is and when it isn’t appropriate to delegate.
B. Decentralization of Authority. The pattern of delegation throughout an organization
determines the extent to which that organization is decentralized or centralized.
1. An organization in which management consciously attempts to spread authority
widely across organization levels is said to be a decentralized organization.

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

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

a) One advantage is added flexibility.
b) This structure can increase productivity, raise morale, and nurture creativity
and innovation.
c) Employees experience personal development by doing a variety of jobs.
5. The matrix organization also has several disadvantages.
a) Having employees report to more than one supervisor can cause confusion
about who is in charge.
b) Like committees, teams may take longer to resolve problems and issues than
individuals working alone.
c) Because more managers and support staff may be needed, a matrix structure
may be more expensive to maintain.
D. The Network Structure. In a network structure (or virtual organization), administration
is the primary function performed. Other functions are contracted out to other organiza-
tions.
1. This type of organization has only a few permanent employees consisting of top
management and a few hourly clerical workers.
2. Leased equipment and facilities are temporary.
3. There is limited formal structure.
4. Flexibility allows an organization to quickly adjust to changes.
5. Managers may face some of the following challenges:
a) Controlling the quality of work performed by other organizations.
b) Low morale and high turnover among hourly workers.
c) A lack of clear hierarchy.
Teaching Tip: Consider using the 30- to 60-minute “Virtual Network Structure” exercise here. This
exercise will allow students to explore the complexities of building a network.
VII. CORPORATE CULTURE. A corporate culture is generally defined as the inner rites, ritu-
als, heroes, and values of a firm.
A. Corporate culture is generally thought to have a very strong influence on a firm’s per-
formance over time.
B. Goffee and Jones identified four types of corporate cultures. (See Figure 7-7.)
1. Networked culture
2. Mercenary culture
3. Fragmented culture
4. Communal culture

Teaching Tip: Use the “What’s My Culture?” group exercise here. It takes approximately 15 to 20
minutes.
C. Some experts believe that cultural change is needed when the company’s environment
changes such as when the industry becomes more competitive, the company’s perfor-
mance is mediocre, or the company is growing rapidly.
VIII. COMMITTEES AND TASK FORCES
A. Several types of committees can be used within an organizational structure.
1. An ad hoc committee is created for a specific short-term purpose, such as review-
ing the firm’s employee benefits plan.
2. A standing committee is a relatively permanent committee charged with perform-
ing a recurring task.
3. A task force is a committee established to investigate a major problem or pending
decision.
B. Committees offer some advantages over individual action.
1. Several members are able to bring more information and knowledge to the task at
hand.
2. Committees tend to make more accurate decisions and to transmit their results
through the organization more effectively.
C. Disadvantages to using committees include the following:
1. Committee deliberations take much longer than individual action.
2. Unnecessary compromise may take place within the committee.
IX. THE INFORMAL ORGANIZATION AND THE GRAPEVINE. Informal organization
describes the pattern of behavior and interaction that stems from personal rather than official
relationships.
A. An informal group is created by the group members themselves to accomplish goals that
may or may not be relevant to the organization.
1. Workers may create an informal group to go bowling, form a union, get a particular
manager fired or transferred, or share lunch.
2. Informal groups can be powerful forces in organizations. Managers should be
aware of informal groups.
B. The grapevine is the informal communications network within an organization.
1. The grapevine is completely separate from—and sometimes much faster than—the
organization’s formal channels of communication.
2. Managers would make a mistake if they tried to eliminate the grapevine. A more
rational approach is to recognize the existence of the grapevine as a part (though an
unofficial part) of the organization.

7.7 TEXTBOOK ANSWER KEYS
7.7a Concept Checks
Concept Check (p. 185)
1. How do large and small organizations use organizational charts differently?
Most smaller organizations find organization charts useful. They clarify positions and report re-
lationships for everyone in the organization, and they help managers track growth and change
in the organizational structure. However, many large organizations, such as ExxonMobil, Kel-
logg’s, and Procter & Gamble, do not maintain complete, detailed charts for two reasons. First,
it is difficult to chart even a few dozen positions accurately, much less the thousands that char-
acterize larger firms. Second, larger organizations are almost always changing parts of their
structure. An organization chart would be outdated before it was completed.
2. Identify the major considerations when organizing a business.
The most important considerations are as follows:
a. Job design. Divide the work that is to be done by the entire organization into separate parts,
and assign those parts to positions within the organization.
b. Departmentalization. Group the various positions into manageable units or departments.
c. Delegation. Distribute responsibility and authority within the organization.
d. Span of management. Determine the number of subordinates who will report to each manager.
e. Chain of command. Establish the organization’s chain of command by designating the posi-
tions with direct authority and those that are support positions.
1. What are the positive and negative effects of specialization?
For a number of reasons, some job specialization is necessary in every organization because the
“job” of most organizations is too large for one person to handle. When a worker has to learn
one specific, highly specialized task, that individual should be able to learn it very efficiently. A
worker repeating the same job does not lose time changing from operations, as the pin workers
did when producing complete pins. The more specialized the job, the easier it is to design spe-
cialized equipment. And finally, the more specialized the job, the easier is the job training.
The most significant drawback is the boredom and dissatisfaction employees may feel when repeat-
ing the same job. Bored employees may be absent from work frequently, may not put much effort
into their work, and may even sabotage the company’s efforts to produce quality products.
2. What are three ways to reduce the negative effects of specialization?
Job rotation, job enlargement, and job enrichment can reduce the negative effects of specialization.

1. What are the four most common bases for departmentalization?
The four most common bases of departmentalization are by function, by product, by location,
and by type of customers. Departmentalization by function groups jobs that relate to the same
organizational activity. Departmentalization by product groups activities related to a particular
good or service. Departmentalization by location groups activities according to the defined ge-
ographic area in which they are performed. Departmentalization by customer groups activities
according to the needs of various customer populations.
2. Give an example of each.
Departmentalization by function groups jobs that relate to the same organizational activity, such
as marketing. Departmentalization by product groups activities related to a particular good or
service. Departmentalization by location groups activities according to the defined geographic
area in which they are performed. Departmentalization by customer groups activities according
to the needs of various customer populations.
1. Identify and describe the three steps in the delegation process.
The three steps involved in delegation are (1) assigning responsibility, which is the duty to per-
form the job or task; (2) granting authority, which is the power within the organization to ac-
complish the task or job; and (3) creating accountability, which is the obligation of a subordi-
nate to accomplish an assigned task or job.
2. Differentiate decentralized organization and centralized organization.
The pattern of delegation throughout an organization determines the extent to which that organ-
ization is decentralized or centralized. In a decentralized organization, management consciously
attempts to spread authority widely across various organization levels. A centralized organiza-
tion, on the other hand, systematically works to concentrate authority at the upper levels.
1. Describe the two spans of management.
A wide span of management exists when a manager has a larger number of subordinates. A nar-
row span exists when the manager has only a few subordinates.
2. What are problems associated with each one?
In a taller organization, administrative costs are higher because more managers are needed.
Communication among levels may become distorted because information has to pass up and
down through more people. Although flat organizations avoid these problems, their managers
may perform more administrative duties simply because there are fewer managers. Wide spans
of management also may require managers to spend considerably more time supervising and
working with subordinates.
1. Describe the four forms of organizational structure.
The four forms of organizational structure are as follows:

 A bureaucratic structure is a management system based on a formal framework of au-
thority that is outlined carefully and followed precisely.
 The matrix structure combines vertical and horizontal lines of authority.
 A cluster structure is a type of business that consists primarily of teams with no or very
few underlying departments.
 In a network structure (sometimes called a virtual organization), administration is the
primary function performed, and other functions such as engineering, production, mar-
keting, and finance are contracted out to other organizations.
2. Give an example of each form.
Examples of a bureaucratic structure could be government agencies, colleges, and universities.
An example of companies that use the matrix structure might be Ford Motor Company when it
assembled a special project team to design and manufacture its global cars. Often, engineering
and construction firms, like Bechtel Corporation, use a matrix structure for their projects.
In a cluster organization, the operating unit is the team, and it remains relatively small. If a team be-
comes too large, it can be split into multiple teams, or individuals can be assigned to other existing
teams. For example, Horizon Live (an e-learning company) uses this form of organization.
A network organization does not manufacture the products it sells. This type of organization
has a few permanent employees consisting of top management and hourly clerical workers.
Leased facilities and equipment, as well as temporary workers, are increased or decreased as the
needs of the organization change. Thus, there is rather limited formal structure associated with a
network organization. Often, start-ups are formed as a network structure.
1. What is corporate culture?
Corporate culture is generally defined as the inner rites, rituals, heroes, and values of a firm. It
can have a powerful influence on how its employees think and act, as well as determine how the
public perceives the organization.
2. Explain the four types of corporate cultures.
There are four distinct types of corporate culture:
a. Networked culture is a relaxed and informal environment. There is a strong commitment
and a feeling of loyalty to the organization, characterized by a base of trust and friendship
among employees.
b. In the mercenary culture, employees are very intense, focused, and determined to win. In
addition to employees working to earn money, feelings of passion, energy, sense of purpose,
and excitement for one’s work play a large role in motivating an organization’s employees.
c. Fragmented culture suggests that employees do not necessarily become friends but have a
high degree of autonomy, flexibility, and equality. Employees in this type of culture consid-
er themselves as working “at” the organization, not “for” it.
d. In the communal culture, the positive traits of the networked culture and the mercenary cul-
ture are combined. Traits such as friendship, commitment, high focus on performance, and
high energy contribute to the organization resulting in an environment where success by
anyone is celebrated by all.

1. What is the difference between a committee and a task force?
An ad hoc committee is created for a specific short-term purpose, such as reviewing the firm’s
employee benefits plan. Once its work is finished, the ad hoc committee disbands. A standing
committee is a relatively permanent committee charged with performing a recurring task. A
firm might establish a budget review committee, for example, to review departmental budget
requests on an ongoing basis. Finally, a task force is a committee established to investigate a
major problem or pending decision.
2. What are the advantages and disadvantages of using committees?
Committees offer some advantages over individual action. Their several members are able to
bring information and knowledge to the task at hand. Furthermore, committees tend to make
more accurate decisions and to transmit their results through the organization more effectively.
However, committee deliberations take longer than individual actions. In addition, unnecessary
compromise may take place within the committee, or the opposite may occur, as one person
dominates (and thus negates) the committee process.
1. In what ways can informal groups affect a business?
Informal groups can be powerful forces in organizations. They can restrict output, or they can
help managers through tight spots. They can cause disagreement and conflict, or they can help
to boost morale and job satisfaction. They can show new people how to contribute to the organ-
ization, or they can help people to get away with substandard performance.
2. How is the grapevine used in a business organization?
The grapevine is the informal communications network within an organization. Information can
be transmitted through the grapevine in any direction—up, down, diagonally, or horizontally
across the organizational structure. Subordinates may pass information to their bosses, an exec-
utive may relay something to a maintenance worker, or there may be an exchange of infor-
mation between people who work in totally unrelated departments. Managers should respond
promptly and aggressively to inaccurate grapevine information to minimize the damage that
such misinformation might do. Moreover, the grapevine can come in handy when managers are
on the receiving end of important communications from the informal organization.
7.7b Discussion Questions
1. In what way do organization charts create a picture of an organization?
Organization charts are diagrams that represent positions in the organization and the relation-
ships among them. They also illustrate the five considerations in the organizing process: spe-
cialization, departmentalization, centralization, span of management, and chain of command.

2. What determines the degree of specialization within an organization?
The degree of specialization within an organization is determined through division of the entire
organization’s work into separate parts and assignment of those parts to positions within the or-
ganization.
3. Describe how job rotation can be used to combat the problems caused by job specialization.
In job rotation, each employee is shifted periodically to a different job. The idea behind job ro-
tation is to provide a variety of tasks so that workers are less likely to get bored and dissatisfied.
4. Why do most firms employ a combination of departmentalization bases?
A departmentalization base is the scheme by which jobs are grouped into units. In fact, few or-
ganizations exhibit only one departmentalization base. The most common bases are function,
product, location, and customer. The decision to use multiple bases is usually based on the spe-
cific needs of the corporation and on the determination of which combination of bases will ena-
ble the organization to accomplish its goals and objectives.
5. What three steps are involved in delegation? Explain each.
The three steps involved in delegation are (1) assigning responsibility, which is the duty to per-
form the job or task; (2) granting authority, which is the power within the organization to ac-
complish the task or job; and (3) creating accountability, which is the obligation of a subordi-
nate to accomplish an assigned task or job.
6. How does a firm’s top management influence its degree of centralization?
If top management consciously attempts to spread authority widely to the lower levels of man-
agement, the firm is decentralized. If top management works to keep authority at the upper lev-
els, the firm is centralized.
7. How is organization height related to the span of management?
If the span of management is generally narrow, more levels of management are needed, result-
ing in a tall organization. If the span of management is wider, fewer levels are needed and the
organization is flat.
8. Contrast line-and-staff and matrix forms of organizational structure.
The line-and-staff structure is characterized by a chain of command line structure coupled with
specialists (staff managers) who support the line managers; departmentalization by function;
formal patterns of delegation; a high degree of centralization; and clearly defined line and staff
positions, with formal relationships between the two.
The matrix structure features vertical and horizontal lines of authority, departmentalization
superimposed on a functionally departmentalized organization, workers who report to more
than one supervisor at a time, and cross-functional teams that include project managers.
9. How does the corporate culture of a local Best Buy store compare to that of a local
McDonald’s?
Best Buy appears to be a mercenary culture in that its workers appear to be goal oriented and
competitive as they sell high-priced electronics products and accessories. McDonald’s is more

of a communal culture in that its workers are much more regimented as they work in teams for
the common goal of superior customer service.
10. Which kinds of firms probably would operate most effectively as centralized firms? As
decentralized firms?
Production firms would probably operate most effectively as centralized firms because the de-
gree of specialized technical knowledge required is usually limited. Research firms, by contrast,
need to be decentralized because of the great degree and variety of specialized knowledge re-
quired to do the job in such firms.
11. How do decisions concerning span of management and the use of committees affect organ-
izational structure?
Decisions concerning span of management and the use of committees affect basic organization-
al structure by altering chains of command, delegation chains, individual authorities, accounta-
bilities, and so on.
7.7c Comments on Video Case
Zappos Wants to Make Customers (and Employees) Happy
Suggestions for using this video case are provided in the Pride/Hughes/Kapoor Video Guide.
1. Do you think Zappos is a decentralized or centralized organization? Do you think it
should change? Explain your answer.
Zappos is decentralized because so many decisions are delegated to lower organizational levels.
Employees are encouraged to make decisions on their own, rather than being forced to consult
with higher-level managers and wait for decisions to be made centrally. Students will also rec-
ognize that employees are empowered to engage customers in conversation and create a “wow”
experience instead of strictly following a preset sales script, as would be more typical in a cen-
tralized organization. However, Zappos does centralize its training and carefully monitors per-
formance to keep employees informed on how the business is doing.
If Zappos changes to become a centralized organization, it is likely to lose the flexibility it
needs to make changes quickly as the business environment changes and becomes even more
complex and unpredictable than it is today. Another point is that employees currently make de-
cisions that have relatively minor consequences, such as whether to upgrade a customer to
overnight delivery of an order. Such decisions do not really have to be centralized, and if they
were, transactions would move much more slowly—which, in turn, would probably damage
customer satisfaction.
2. Of the four types of corporate culture, which most closely describes the culture of Zap-
pos? What are the implications for the organization and for managers and employees?
Zappos does not exhibit a mercenary culture, because its employees are not obsessed with com-
pleting tasks and avoiding relationships. Nor does Zappos exhibit a fragmented culture, because
its employees are focused on building relationships rather than maintaining their independence
and being introverted. Although Zappos exhibits some elements of the networked culture—
extroverted and tolerant of ambiguities—it can be best described as a communal culture. In this

type of culture, employees are passionate about their work, identify strongly with the company
and its values, and enjoy working in teams, as at Zappos. The implications for management: Be
sure employees understand and embrace the common values; make working together fun; and
reinforce the focus on creating a “wow” experience for customers.
3. What effect are quarterly meetings and daily posting of performance statistics likely to
have on the grapevine inside Zappos?
By sharing information freely and frequently, and by encouraging questions and comments
from employees during meetings, Zappos is minimizing the possibility that misinformation will
spread via the grapevine. In fact, details that travel via the grapevine are likely to be more accu-
rate and timely when employees receive a lot of information directly from the company and
have the opportunity to discuss issues with management on a regular basis.
7.7d Building Skills for Career Success
1. Social Media Exercise
Zappos has a reputation for being customer-centered, meaning it embraces the notion
that customers come first. One of the ways that is allows employees to communicate with
customers is through its blogs at http://blogs.zappos.com/.
1. Take a look at this blog. What can you tell about the corporate culture of Zappos?
The following information was taken directly from the blog: The words corporate culture
still have many definitions to many people. At the base level, corporate culture is how the
individual team members, teams, and managers act on a daily basis. If you were to write out
a list of actions that you want your people to display on a daily basis, “trust” should be close
to the top. One of the phrases that our manager Robert Richman said that has stuck with me
is, “The quickest way to trust is through transparency.” This culture of trust and transparen-
cy builds employee loyalty and commitment.
2. How do they approach customer service? Do you think it works? Why or why not?
The following information was taken directly from the blog: Having a strong company cul-
ture is great, but the best culture in the world doesn’t matter if you do not take care of your
customers. From the website: “We are not an average company, our service is not average,
and we don’t want our people to be average. We expect every employee to deliver WOW.”
These messages are communicated throughout the organization, and the messages are part
of the culture. When a company embraces a philosophy as part of its core, and the philoso-
phy is not just a message but internal to every part of the organization, it works!
2. Building Team Skills
The organization chart on the following page is a line-and-staff structure. There are three staff
positions: one payroll and billing position and two appointment coordinators. The other posi-
tions are line positions. In this organization, the span of control ranges from zero to seven peo-
ple. The executive vice-president works with builders to establish their programs and provides
the center managers with training, guidelines, and expectations. It is the responsibility of the
managers to run their centers in a courteous and profitable manner.

3. Researching Different Careers
The answers will vary. Emphasize that honesty is important in completing the assessment.
Nothing changes unless a plan is prepared to improve weaknesses. Possessing excellent skills,
knowing how to network, understanding one’s accomplishments, and having a positive attitude
are key factors in being promoted within a company, as well as in being hired to fill a better po-
sition with another company.

7.8 QUIZZES I AND II
Quiz I
True-False Questions
Select the correct answer.
1. T F The step that distributes responsibility and authority within an organization is called
delegation.
2. T F Job specialization is the systematic shifting of employees from one job to another.
3. T F The obligation of a worker to accomplish an assigned job or task is called accountability.
4. T F Span of management and span of control are synonymous terms.
5. T F There are fewer conflicts when the areas of responsibility for line managers and staff
managers are clearly defined.
Multiple-Choice Questions
Circle the letter before the most accurate answer.
6. The line of authority extending from the top to the bottom of the organization is known as a(n)
a. informal organization.
b. line structure.
c. line-and-staff structure.
d. chain of command.
e. matrix structure.
7. In his book, The Wealth of Nations, __________ emphasized the power of specialization.
a. Karl Marx
b. Victor Vroom
c. George Washington
d. Adam Smith
e. Frederick Taylor
8. Grouping all jobs related to the same organizational activity is departmentalization by
a. function.
b. employee.
c. location.
d. customer.
e. product.
9. The act of distributing part of a manager’s work and power to workers is called
a. departmentalization.
b. organizing.
c. delegation.
d. decentralization.
e. job sharing.

10. When authority is spread to lower-level management, a business is said to be
a. centralized.
b. decentralized.
c. progressive.
d. tall.
e. upwardly mobile.
Quiz II
True-False Questions
Select the correct answer.
1. T F Span of management is the number of subordinates who will report to
each manager.
2. T F There seems to be a movement from variety in jobs to more specialization.
3. T F Most small and new organizations base departmentalization on customers.
4. T F When a manager has many subordinates, a wide span of management exists.
5. T F Staff managers usually provide support, advice, and expertise to line managers.
Multiple-Choice Questions
Circle the letter before the most accurate answer.
6. Two or more people working together in a predetermined way to achieve common goals is
known as a(n)
a. organization.
b. chain of command.
c. structure.
d. enterprise.
e. functional arrangement.
7. All of the following are reasons for job specialization except that
a. boredom from repetition is eliminated.
b. special equipment can be produced to do a specific job.
c. most jobs are too large for one person to handle.
d. a specialized job can be efficiently learned.
e. there is no loss of time by switching from one operation to another.
8. Employees at a chemical factory are systematically moved every two weeks among three dif-
ferent departments in the organization. This is called
a. job trading.
b. specialization.
c. departmentalization by function.
d. job enlargement.
e. job rotation.

9. All of the following are departmentalization bases except
a. function.
b. product.
c. location.
d. customer.
e. employee.
10. A subordinate’s obligation to accomplish an assigned job is called
a. accountability.
b. responsibility.
c. job requirements.
d. delegation.
e. authority.
7.9 ANSWER KEY FOR QUIZZES I AND II
Quiz I
True-False Multiple-Choice
1. T 6. d
2. F 7. d
3. T 8. a
4. T 9. c
5. T 10. b
Quiz II
True-False Multiple-Choice
1. T 6. a
2. F 7. a
3. F 8. e
4. T 9. e
5. T 10. a

7.10 CLASSROOM EXERCISES
7.10a Homework Activities
 Developing an Organization Chart. Have students research their favorite sports team on the In-
ternet and develop an organization chart for its management. Have them identify whether it is a
line-and-staff structure, a matrix organization, etc.
 Researching and Following a Company Throughout the Course (continuing assignment).
Have students research how their company is organized. Does it seem to be organized by func-
tion, product, location, customer, or some combination of bases?
 Comparing Organization Charts. Have students contact two very different local organizations
(retailing firm, manufacturing firm, church, civic club, etc.) and interview managers to develop
organization charts for each organization. How do they account for the similarities and differ-
ences between them?
7.10b Classroom Activities
 The Delegator Exercise.
Make enough copies of “The Delegator” handout for each student. In class, each student should
have no more than five minutes to fill out the questionnaire. At the end of five minutes, give stu-
dents the scoring key and discuss the results. This assessment test helps show each student his or
her own willingness to delegate. Every task listed in the test would be a suitable task for an ad-
ministrative assistant to handle. A variation of this test is to see if students’ answers would
change if the administrative assistant had been with them for only six months (or for five years).
 What’s My Culture? Group Exercise.
Place students into groups of four or five and have them review the snippets of information con-
tained in the handout. They should have approximately 15 minutes to consider the values of each
of the five cultures outlined and develop a point of view as to which one or ones they prefer. Af-
ter 15 minutes, ask each group to report their conclusions and review the pros and cons of each
of the cultures outlined.
 Virtual Network Structure Exercise.
Have students form groups of four. Consider assigning background research such as the tasks faced
by a motion picture company, which will give the students an idea of the complexity of tasks in-
volved in bringing a group of contractors together. This is a longer exercise where it might be ap-
propriate to stop at intervals to determine how students are progressing in each of their groups.
 Boxed Insert: Dell Restructures to Jump-Start Innovation
Have students read the information in the Striving for Success feature. Then go to the Dell web-
site at www.dell.com and view the information on its corporate structure. Discuss how Dell is
organized and the impact the restructuring will have on the company’s goals. Is this an effective
restructuring strategy? Why or why not?
7.10c Exercise Handouts Follow on Next Pages

THE DELEGATOR
You are a manager for a busy, medium-sized company. You have recently been ill, and the doctor
has told you that you have to cut your workload in half. Your administrative assistant offers to take
over a number of the jobs you currently handle. The assistant has been with you for one year and has
been an excellent employee. Which activities will you delegate and to what degree? Respond using
the scale below.
0 Do not delegate.
1 Investigate and report back.
2 Investigate and recommend action.
3 Investigate and advise on action planned.
4 Investigate and take action; advise on action taken.
5 Investigate and take action.
____ 1. Reviewing your mail and e-mail, deciding what to discard, what to answer directly,
and what to pass along to you.
____ 2. Screening your calls and voice mail, deciding who gets to talk to you, who leaves a
message, and who is handled personally.
____ 3. Keeping your calendar, setting appointments, and deciding how much time each per-
son needs after discussing it with the caller.
____ 4. Tracking the budget for your department, making sure spending is in line with expec-
tations, and letting you know of any major discrepancy.
____ 5. Coordinating the absence reports for the nonmanagerial employees on the staff, get-
ting the information from each person every two weeks, filling in the forms, and
sending them to Human Resources.
____ 6. Calculating the numbers for the monthly revenue reports, generating revenue figures
and matching them to expense figures, and highlighting the unusual changes for you
to discuss in the comments section of the reports.
____ 7. Handling the inquiries from field operations, including trying to find the answer to
their issues before discussing them with you.
____ 8. Handling inquiries from clients, including trying to find the answers to their issues
before discussing them with you.
____ 9. Supervising the word-processor and the file clerks, coordinating their work loads, and
managing their performance, including discipline if necessary.
____ 10. Tracking your projects and reminding you when deadlines are coming or when some-
thing needs to be followed up.

The scoring for the test is shown here:
Level of Delegation Score
Do not delegate. 0 points
Investigate and report back. 1 point
Investigate and recommend action. 2 points
Investigate and advise on action planned. 3 points
Investigate and take action; advise on action taken. 4 points
Investigate and take action. 5 points
Overall Score
0–25: Not an effective delegator. You will constantly be monitoring other people’s
work rather than getting your own work done. This is a nonproductive stage
to be in for long. The exception to this is with new employees, to make sure
they can handle their responsibilities.
26–35: You will have more time free but will still spend a great deal of time simply
reviewing other people’s work. After a few reviews to make sure the work
is done properly, this is a waste of time.
36–45: You understand delegation. While still maintaining some connection with
the work of subordinates, you are free to focus on the specifics of your job.
46–50: You may be too far removed from the work of subordinates. In some areas,
particularly when it comes to handling client and field concerns, you may
want to have information on what happened and what was done. Delegation
does not mean ignoring what goes on in your department.

What’s My Culture?
In your groups, review and discuss the following corporate cultures. If these short descriptions
were all you knew about each culture, would you consider working there? Why or why not?
Hint: Consider what the “values” (a value being a conviction that certain behaviors are superior
to others) of each of these organizations might be. You have 15 minutes.
1. Joe Powers is the personnel director for ABC Company. The primary job of his department is
to make sure that all procedures are followed as ordered by top management. All procedures
are written down in great detail, and employees are obliged to write reports confirming that
they have followed all procedures correctly.
2. Keith Kelly loves being the CEO of the company he founded several years ago and is com-
mitted to high levels of rapid growth. Highly charismatic, he trusts his “gut” in decision mak-
ing and makes sure he is involved in everything. After all, it is his company and he knows
best!
3. Vicki Smith enjoys working at XYZ Corp. All the bosses and other employees are her
friends. Everybody is so polite, and confrontation is frowned upon. When she was ill, every-
one covered for her. She doesn’t have to worry about being criticized, even if her perfor-
mance is off a little now and then. Better yet, she doesn’t feel pressured to show initiative
and figure out new ways to do things. Everybody knows what to do.
4. Heather Huezo is really excited about her new job. She is young, but knows that she will be
promoted if she is productive and responsive to the marketplace. She has been looking a long
time for a place where people are rewarded based on performance not on seniority. Heather
has always enjoyed being the winner; she is certain that will be the case now.
5. Peter has had a little difficulty explaining his new job to his parents, one of whom was a
teacher and the other in the military. His job is to develop new ideas for the company, to be
creative, and to make mistakes. He has been told if he doesn’t take risks and make any mis-
takes he will be underperforming. “Just keep the ideas coming, young man! If they are good
we will make them work!”

What’s My Culture? Instructor Notes
1. ABC most likely has a fragmented culture, where there is very little trust among employees, in-
cluding top management. In fact, top management appears to be very controlling and suspicious
of the activities of their employees and does not seem to trust them to do their job. It is unlikely
that students would wish to work in such an organization. Some of the values of this organization
might be conformity, obedience, and adherence to rules.
2. Working for Keith Kelly might be great fun. He is charismatic and involved in everything. On
the other hand, it is clear that he always believes he is right. Such an attitude might lead to risk
taking that could have adverse consequences. Students might wish to work for such a company
for a while, but there are real pitfalls in this culture where the boss is king. Some of the values of
this organization might be risk taking, respect for the leader, and growth.
3. Wow, on the surface XYZ sounds like the answer to a dream come true for most employees. Up-
on closer reflection, however, there clearly is no pressure for performance, and innovation does
not seem to be valued. In fact, it is possible that slackers are allowed to remain on the payroll.
Again, this is not an environment conducive to a good future. The values of this organization
might be compassion, concern for employees, and lifelong employment.
4. Heather’s company appears to have some of the characteristics of the “mercenary” culture. The
key to reward is performance, and it would appear to be highly competitive. For the right indi-
vidual, who is willing to perform and enjoys competition, this would be a great place to work.
This culture appears to prize competition, performance, and achievement toward a goal.
5. This is a culture focused on entrepreneurship, creativity, and adaptability. It also appears to be very
tolerant and flexible as long as people exhibit those characteristics. Again, for the right individual,
a great place to work. The values here are creativity, risk taking, flexibility, and tolerance.

Virtual Network Structure
In a network structure, there are a few permanent administrative employees consisting of top man-
agement and clerical services. All other functions, such as manufacturing, marketing, and finance,
are contracted out. In this exercise, you are to construct a virtual network for a hypothetical local live
entertainment company. This company can put on plays, bring in singers or comedians, or even
sponsor sports events.
In your teams of four class members, first decide who will be the president, vice president, treasurer,
and secretary. Then decide what entertainment services you wish to provide to the college communi-
ty. List all of the functions that will have to be performed by outside contractors. Be as detailed as
possible. Finally, choose a spokesperson to present your findings to the class.

Virtual Network Structure Instructor Notes
This exercise can take anywhere from 30 minutes to an hour depending on the level of detail you
request from the students. You may also wish to provide students with background data regarding
how a Hollywood movie gets made, which will give them some idea of the complexity involved. See
http://www.essortment.com/lifestyle/hollywoodmovies_sxmv.htm for an example.
Encourage each team to first focus on specific types of entertainment determining the functions that
must be performed before moving on to a different type. For example, bringing in singers and come-
dians will generate a different set of function needs than will a visit from a circus. They will quickly
find that they cannot get overly ambitious in their efforts. It would also be helpful to have them think
in terms of individual tasks, which can later be placed in groups to be done by specific contractors. A
variation of this exercise could be to assign each team of students a specific event. The events could
include a circus, musical groups, plays, etc.

Exploring the Variety of Random
Documents with Different Content

day and a piece of fresh pork, one inch square every other day,
although some times the authorities forgot or failed to issue the
rations for a day or two, very much to the disgust of the boys. If the
prisoners had been fastidious or over-particular they might have
complained of the custom to the prison authorities, which cut up the
meats for distribution on the same log on which the dead soldiers
were placed before burial. A Dutch skillet was allowed to each mess
of ten men, as the only cooking utensil. During the time of their
imprisonment the rains were frequent and heavy, and the cooking
being done out of doors, our men were obliged often to partially
shelter the fire with their bent bodies while cooking, to prevent the
fires from being put out. The wood used for fuel was green white
pine. The Alabama River overflowed its banks and for two weeks the
pen was flooded, the water standing from two to four feet in depth.
Cord-wood was floated in, out of which scaffolding was constructed
by the prisoners to keep themselves out of the water. During this
time the rations were eaten raw. It is needless to say that under
such conditions, without shelter, exposed to the rain, but poorly fed,
men died every day from exposure and want, and that those who
survived were weak as children. Their imprisonment which seemed
so long to them, at last was ended. The officers were sent North on
parole December 10, 1864, but the enlisted men not until April,
1865, at which date they were started North, and in their enfeebled
condition, although buoyed up by the hope of meeting friends and
seeing home, it took them five days to march from Jackson to Black
River bridge, a distance of forty miles, and when they came into the
camp of their old regiment these brave fellows looked so gaunt,
famished and woe-begone that they were but counterfeits of their
former selves.
The terms of the surrender may be said to have been fairly
observed, except that the colored soldiers were sent to Mobile to
labor at the salt-works. Their officers shared the fortunes of the
officers of the white troops. Most of the prisoners of this expedition
took passage soon after their arrival at Vicksburg on the steamer
Sultana, an account of the wreck of which is given hereafter.

During their imprisonment, the officers were treated fairly well. They
were kept in prison at Meridian, Miss., about a week. The prison was
a stockade made of poles with the ends in the ground and a
scaffolding around the outside, near the top, on which the vigilant
Johnny sentinel paced his beat. There was a dead line within the
stockade, to which our boys paid marked respect. There were two
log cabins in the centre of the stockade, entirely destitute of
furniture, paved with sand and the steady companion of the boys—
the gray-back. There were probably more gray-backs than grains of
sand. They kept the boys employed when otherwise time would
have lagged most slowly. The boys were not without money (I speak
of the officers). They had dead loads of Confederate New Issue.
They sold their horses for $600 to $1,000 a piece. It was a poor
scrub that would not bring $600 in the market of Meridian. Watches
brought from $500 to $1,500; knives and cork-screws from $50 to
$100, and other articles in proportion. The people had the money
and wanted to get rid of it. They were permitted to buy what the
town afforded—not furnished in their rations, which were liberal in
bacon, corn meal, and salt. After a week at Meridian, they were sent
to Enterprise, a village fifteen miles below Meridian. When
unguarded, they were put on their parole of honor not to leave the
limits of the town. They took possession of a big tobacco
warehouse, converting it into a dormitory and headquarters, but
took their meals at the houses of the citizens in town, they being
glad to take the rations of the boys, with what else they could buy,
and a consideration in New Issue, in exchange for table board. Early
in December they marched from Enterprise to Memphis. There they
were ordered to report at Camp Chase, Columbus, Ohio, where they
were exchanged and reported to the regiment at Gravelly Springs,
Ala., late in January, 1865.
The following officers of the regiment were in the action of Sulphur
Branch Trestle:

Major Eli Lilly.
Captain Nation.
Lieutenant Harrod.
Lieutenant J. W. Watts.
Lieutenant Dunlevy.
Lieutenant Canfield.
Lieutenant Leisure.
Lieutenant Riley.
Lieutenant Jones.
Acting Adjutant Geo. Armstrong.
Assistant Surgeon E. W. Magann.
Lieutenant Leisure, wounded, but not taken prisoner.
Surgeon Magann was left to care for the wounded. They were not
made prisoners, the enemy leaving them behind in their march.
Lieut. Jones was slightly wounded by concussion of a shell, being
insensible for a portion of the battle, but recovered before it ended.
The following is a list of those who were either killed or mortally
wounded:

Chauncey Kimball, Co. A.
William Harvey, Co. B.
Joseph Hutton, Co. B.
Charles A. Kirkhoff, Co. B.
Andrew J. McGahey, Co. B.
Charles Beckly, Co. H.
Cassander T. Houston, Co. B.
Stephen A. Woodruff, Co. B.
Henry Dorman, Co. K.
Abram S. Foreman, Co. K.
Curtis W. Hancock, Co. K.
George Myers, Co. K.
Josiah Saucer, Co. K.
William Torney, Co. L.
William S. Peckham, Co. L.
John J. Maple, Co. M.
Levi Maple, Co. M.
George H. McGee, Co. M.
Lewis Pickering, Co. M.
Sergeant Peckham, Co. M, killed.
Henry G. Hiatt, Co. G, killed.
The following are the names of those who were made prisoners and
died in rebel prisons:
Henry A. Rariden, Co. A, starvation.
John Robert, Co. A, starvation.
Clay Trahune, Co. A, exposure and starvation.
W. J. Foster, Co. B, exposure and starvation.
George O. Houston, Co. D.
Kelita Mendenhall, Co. E, exposure and starvation.
Lewis Jones, Co. G, exposure and starvation.
George W. Bowers, Co. G, exposure and starvation.
John R. Williams, Co. H, exposure and starvation.
Henry Brown, Co. M, exposure and starvation.
Columbus Jessup, Co. M, exposure and starvation.
The following were made prisoners at Sulphur Branch Trestle and
lost by the explosion and burning of the steamer Sultana, on the

Mississippi River, a few miles above Memphis, on the morning of
April 27th, 1865:

Daniel Curtis, Co. A.
Patrick Day, Co. A.
Frederick Blessinger, Co. B.
Charles E. Church, Co. B.
Ephraim Parman, Co. B.
John Stenarl, Co. B.
John M. Englehart, Co. C.
Warren A. Huckens, Co. C.
Wm. H. H. Wood, Co. D.
John Bonner, Co. F.
Charles W. Clevenger, Co. G.
Jonathan R. Downing, Co. G.
George Downing, Co. G.
William H. Graves, Co. G.
William C. Hooper, Co. G.
Charles W. M. King, Co. G.
John M. Maynard, Co. G.
Enoch T. Nation, Co. G.
James C. Olon, Co. G.
Martin V. Rodeporch, Co. G.
John R. Reasoner, Co. G.
Nathan Thornburg, Co. G.
Franklin Ballenger, Co. H.
James Bell, Co. H.
Alonzo Dunham, Co. H.
George W. Delano, Co. H.
Josiah Pratt, Co. H.
John W. Shull, Co. H.
Hiram Bailey, Co. K.
John W. Emmons, Co. K.
George S. Fisher, Co. K.
Jacob Hurald, Co. K.
Henry Newton, Co. K.
William F. Rea, Co. K.
Joseph Survaul, Co. K.
George H. Shockley, Co. K.
Darius Stevens, Co. K.
Matthew Zix, Co. K.
James N. Christian, Co. L.
Robert A. Morehouse, Co. L.
Leander McCartney, Co. L.
John M. Armstrong, Co. M.
Joseph D. Alexander, Co. M.

William Brigg, Co. M.
George W. Blake, Co. M.
Nathan E. Gruell, Co. M.
Enos Halloway, Co. M.
William H. Huffman, Co. M.
James M. Isentrager, Co. M.
Samuel King, Co. M.
Franklin Ridley, Co. M.
Total killed at Sulphur Branch Trestle, 21
Died in prison, 11
Lost on the Sultana, 51
—
83
Note.—The last dispatch sent out of the fort the day of the surrender was
carried by John McCorkle, of Company B, and a member of the 3d Tennessee
Cavalry. They left the fort about 7 o'clock A. M., and accomplished the feat by
their coolness and "bold riding."

SULPHUR BRANCH TRESTLE.
BY CORPORAL J. A. BROWN, CO. L.
On Sunday, the 25th day of September, 1864, the mounted portion
of the 9th Indiana Cavalry, about two hundred in number, were
called to do battle at Sulphur Branch Trestle, Alabama. Firing began
on the skirmish lines at 5 o'clock in the morning, and was kept up at
a lively rate until about 8 o'clock, when the battle began in earnest.
There were with us about one hundred of the Third Tennessee
Cavalry, and there were also about three hundred colored troops
that were stationed in the fort. We were ordered to dismount and
corral our horses and climb the hill and enter the fort, except myself
and ten men, who were ordered to guard the horses, until the battle
became so hot that it was considered unsafe to remain outside of
the fort. We remained with the horses until a cannon-ball or slug or
something of the kind—anyhow, it was something from a rebel gun
—landed in about fifteen feet of us. It tore a hole in the ground
large enough to bury a small-sized cow, and threw dirt all over us.
We then thought it was time to desert the horses and let them take
care of themselves, and climb the hill and get into the fort as soon
as we could conveniently without hurting ourselves, and up the hill
we went, and when we arrived at the entrance to the fort we asked
where the 9th Indiana Cavalry was stationed. We were told that they
were on the opposite side of the fort. So we had to go through the
center of the fort to get to where our boys were stationed. That was
the most dangerous trip I ever experienced in my life. There were a
lot of barracks in the fort and the rebel cannon were playing on
them and knocking them all to pieces, and throwing the loose
boards in every direction. It made the hair raise on our heads as we

went dodging through the barracks among the flying boards and
shell and cannon ball, but we finally got to our men in safety.
The colonel commanding the fort was killed in the beginning of the
battle, and Major Lilly, of our regiment, took command, and, by the
way, Major Lilly was a hustler. He was one of the bravest officers
that ever went to the front. During the hottest of the battle one of
our men got scared so badly that he wanted to surrender. So he
pulled off his shirt and placed it upon the end of his bayonet and
held it up as a flag of truce. That got the enemy excited and they
went for us hotter than ever. They made charge after charge, but
some of our boys pulled that old dirty shirt down and made the
fellow put it on again. We kept the rebs at bay as long as we had
ammunition, but at 1 o'clock we were out of ammunition, and there
we were about 800 strong, with no ammunition and surrounded by
ten thousand rebels. So we surrendered. We were then conducted
out of the fort and taken to the woods and a rebel guard placed
around us until they got ready to start to Dixie with us. While we
were waiting there a rebel captain that some of our boys had shot in
the heel in the fight rode around among us and cussed us for an
hour. He swore that if he knew which one of us damned Yanks it was
that shot him in the heel he would shoot his heart out. But we did
not tell who it was, and I don't think he has found out to this day.
Well, along towards night the rebs got ready to start with us for
Dixie. Then fun began; we marched nearly all night through the mud
and under rebel guard. Sometime after midnight we were halted and
allowed to lie down in the woods on the ground without undressing,
but before daylight we were rousted out and on the go again. This
kind of business was kept up for three long days, until we had
marched something over one hundred miles, with about enough to
eat to make one good square meal. With the Alabama red mud
enough sticking to each foot to make about three brick we finally
arrived at Tuscumbia, Ala., where the rebs were operating a kind of
a one-horse railroad. There they piled us into a couple of freight
trains and we were hauled around over half of the State of
Mississippi and back again into Alabama, and were finally landed at

Cahaba, Ala., at the end of ten days from the time we were made
prisoners. We were then stripped and examined, and robbed of
everything that we possessed that was of any value. We were then
marched into the prison pen. The prison pen was a large cotton
warehouse, surrounded by a stockade with an elevated walk around
the outside of the building. On this walk the rebel guards were
stationed about every forty feet with loaded guns ready and anxious
to kill any poor Yankee who might see fit to set a foot across the
dead line. There was also a walk on the inside of the building around
next to the wall, and a rebel guard was stationed there about forty
feet apart. The dead line was a mark they made about eight feet
from the inside wall, all around the inside of the building, and no
prisoner was allowed to step across that line. If he did the orders
were to shoot him on the spot, and the order was obeyed to the
letter, but we were generally careful to keep off of that dead line.
I shall never forget the morning that we were first marched inside of
that prison. The old prisoners that were there before us on seeing us
march in all seemed glad to see us, and yelled at the top of their
voices, "Fresh fish! fresh fish! Hands on your pocket-books," just as
if we had not already been robbed of everything we had by the rebs.
But we soon got used to that for we had not been there long until
we yelled "fresh fish" to other new prisoners that kept coming in
every few days. There were on an average about three thousand of
us there during the six months that we were there. Sometimes there
were as many as thirty-five hundred of us. When there was that
many we could not all lie down at one time inside of the prison.
There was a cook yard in front of the prison about seventy-five feet
square, enclosed with a stockade. We were allowed to pass out into
the cook yard during the day so that we could cook the little grub
that was allowed us. Our rations consisted of one pint of corn meal
per day and a piece of fresh pork, about one inch square, every
other day, but that was not issued to us very regular. Sometimes
they would forget to issue rations to us for a day or so at a time. It
did not seem to disturb the rebels in the least to forget to issue
rations to us. We were divided into messes consisting of ten men to

the mess, and every ten men were allowed one old-fashioned Dutch
skillet and lid. In this we did the entire cooking for the ten men or
mess. So we were engaged in cooking all day, if we happened to
have enough to cook to keep the skillet going. It rained nearly the
entire time we were there. It seemed to us that it rained at least
forty days in each month, consequently we had to do the most of
our cooking in the rain. I have stood in a stooping position over the
skillet for hours at a time to keep the rain from drowning out the fire
while cooking. Our wood that we used for cooking with was
generally green white pine, nearly as hard to burn as green buckeye.
We were allowed to go outside of the prison to carry the wood in.
They would let five of us out to the wood-pile at a time; we would
rush out and chop a load of wood and then carry it in. We would
form what we called the wood line, and go out as our turns would
come. I have stood in the wood line many times for a half day at a
time in the rain, and then perhaps I would not get to go out after
wood. We would do this work by turns and when we were not busy
in this way were busy fighting "gray-backs." That part of the
business we had to attend to whether we got dinner or not, for if we
had neglected to kill off the "gray-backs" once a day at least we
were in danger of being eaten up alive.
We had a regular police force of our own men. It consisted of about
thirty men. It was their duty to keep order in the prison and to
punish any one who did not conduct himself in a proper manner. If
any two got into a fight the police would at once form a ring and let
them fight it out. They would make it their business to see fair play.
There were three or four fights in the prison every day. That was a
natural consequence where there were so many men huddled in
together that it was almost impossible for them all to lie down at one
time, and half-starved, it was natural for some of them to get cross
and be ready to get up and fight at a moment's notice; but they
were so weak and in such a famished condition that they seldom
ever hurt one another in a fight. We also had a few dishonest men in
the prison; they would steal anything they could get their hands
upon. The police would sometimes punish them very severely for

their misdemeanors—such as stealing, but there was no punishment
for a fair fist fight.
We undertook to break out of the prison one morning about 4
o'clock, and captured all the rebel guards inside the prison. We took
their guns from them and put them in the privy and placed a guard
over them and kept them there nearly an hour, but the rebels on the
outside got wind of it a little too soon for us, and there happened to
be more rebel soldiers there at that time than they usually kept at
that point; they rolled a big cannon up to the door of the prison and
scared us out of the notion of breaking out at that time. The rebs
called that a mutiny and issued an order that we should have
nothing to eat until we delivered up the leaders of the mutiny. Then
we thought that starvation stared us in the face sure, for we had no
idea that there was one among our number that would give away
the leaders; but alas! the leaders were sadly disappointed, for after
three days of starvation, some one—I never could find out who he
was—got so hungry that he gave the plot away and informed on
about twenty of the leaders. The rebs took the informer out of the
prison at once and gave him his freedom for his information. If they
had not taken him out of the prison he would have fared badly
among the prisoners for being a traitor.
They took the leaders of the mutiny out and punished them in
various ways. Some they put in dungeons, some in chains, and one
fellow was sentenced to be put in a four-foot square box for one
hundred days. Some of them were never heard of by us after they
were taken out. We supposed that they were killed. We were always
scheming for some place to get out. So the next thing we were up to
was tunneling out. We had a tunnel dug about fifty feet, and in a
few more days our tunnel would have let us out on the bank of the
river, when the river raised and filled our tunnel full of water, so that
was all work for nothing. I had two special friends as fellow
prisoners—George W. Addington and William Collins. We three stuck
together like brothers. One day the rebs took Addington out. Myself
and Collins did not know what had become of him. We thought that,
perhaps, they had killed him for some imaginary offence. Well,

things went on as usual for about a week when a reb came in and
took Collins out, and no explanation was given, so we thought that
he was gone up also, but in another week the same reb came in and
called for me. That scared me nearly out of my boots, for I thought
my time had come sure, but to my surprise he took me to the
hospital where I found my friends Addington and Collins busily
engaged in washing clothes for the hospital. I will say now before I
go further that the hospital was for Federal prisoners only, and they
required prisoners to do all the work about the hospital. Addington
had managed in some way to get the job of washing for the
hospital, and as soon as he could make an excuse for calling in help
he sent for Collins and myself. We got that washing business down
to a regular system. We would wash sheets and pillow-slips on
Monday, shirts and drawers on Tuesday, colored clothes on
Wednesday, odds and ends on Thursday, and on Friday we would
boil "gray-backs," that is, we would wash the clothes of prisoners
that came out to the hospital sick. When a prisoner was brought out
of the prison sick they would take him to an out house, strip him of
his prison clothes, and take him to another room and put hospital
clothes on him, and every Friday we had to boil and wash all clothes
that accumulated in that way. Sometimes it would be a sickening
job, but it was far better than lying in prison. We three had to work
about four hours each day. This gave us about half work and we
received about half enough to eat at the hospital, except
occasionally we got something extra. We got it in this way: The
managers of the hospital were all rebs and aristocrats, and they had
negro women to carry their meals to their private rooms. Of course
they got plenty to eat and sometimes there was something left. This
the waiters always saved for us, and about two or three times a
week, after dark, our door would be pushed open and we would see
a tin pan slip in and it always had something in it good to eat, such
as cold biscuits and cold beef-steak, and it was always good, and we
felt very thankful to the colored people that run such risk in
furnishing it to us, for if they had been caught at it they would have
been punished severely for it. We were not allowed to speak to any
of the colored attendants about the hospital, but we often talked to

them when there were no rebs in sight. I once saw a prisoner that
was sick but convalescing so that he was able to walk about some,
come out of the ward in search of a fresh drink of water. He asked a
colored woman for a tin cup to drink out of, and the rebel doctor
happened to hear him, and he was sent to the prison for the
offence. The next morning the poor fellow was brought back on a
stretcher dead. About the first of March, 1865, the Alabama river
raised and overflowed and spread itself all over the town and was
from two to four feet deep inside of the prison. Our boys had a
terrible time of it then for about two weeks. The rebs floated wood
inside the prison for the prisoners to roost on. Our boys had to eat
what little grub they got raw, and sleep while sitting on a pile of
wood. This happened while I was at the hospital, consequently I
missed the fun of having to sit on a wood pile for two weeks and eat
raw grub. While at the hospital we always had hash for dinner. I
remember one day the hash had soured, and we liked it better,
because it made a change. About the time the river went down to its
proper level we were all paroled; then we started for Vicksburg by
rail until we got to Jackson, Miss., about fifty miles south of
Vicksburg; there we had to take it afoot. It took me just eight days
to walk from Jackson, Miss., to Black River, forty miles. When I got
there, there was just one man with me, about twenty behind us, the
others being ahead of us. At Black River there was a pontoon bridge
—a rebel guard on the south side and a Yankee guard on the north
side. We arrived there about sundown and had to stay on the rebel
side all night. Our boys on the north side were allowed to bring us
over some coffee and hard-tack, which we enjoyed very much, as it
was the first coffee that we had tasted for six long months. The next
morning we were transferred to the north side and amongst friends.
We staid at the hospital in Vicksburg a few days and then took a
hospital boat for St. Louis, and from there home.

LYNNVILLE.
While stationed at Pulaski, Tenn., details from the regiment were
frequently ordered out upon reconnoitering parties, and upon these
occasions generally met Roddy, Duke, Wheeler, or other cavalry
commanders in that department, in skirmishes, which, as a rule,
were bloodless. They were all exciting, however, and accustomed the
boys to the use of their carbines. Of these affairs, what was termed
in the regiment as "The Lynnville Fight," was the most sensational,
and resulted in more racket than was ever raised by the same
number of men in so short a time.
On Sunday, September 2, 1864, at 8 o'clock A. M., pursuant to orders,
the regiment marched out on the Nashville Pike, Companies B and L
in the advance. The movement was occasioned by reports to the
effect that Wheeler with a considerable body was in the
neighborhood with the purpose of destroying the railroad. After
advancing about six miles a message was received by courier from
Capt. Owings, of Co. F, occupying with his company the block house
near Lynnville, for the purpose of protecting the railroad, to the
effect that the rebels were in town in heavy force, and that he would
not be able to hold his position long.
Major Lilly was ordered to go to his relief with seventy men of
Companies B and L. Advancing at a gallop, Lieut. Harrod, with
sixteen men of Company B, leading the column, within one-half or
three-quarters of a mile of the town, from a slight elevation, a full
view was obtained of the rebels. Halting for a moment, Major Lilly
ordered a charge to be made with the sabre. Harrod, with his
sixteen men in advance, supported by the fifty-five B and L men,

under command of the Major, forming quickly, were soon observed
by the rebels. The advance was formed in double, the support in
single rank. The orders "forward," "trot," "gallop," "charge," were
given in quick succession, and in a moment all were hidden in a
cloud of dust. The rebels in the town proved to be the 3d and 4th
Georgia Cavalry. The attack was a surprise to them. Lieut. Harrod,
being at the front and right of his platoon, had a fair view of the
town and the enemy, and as the charge was made, says the Georgia
boys began to run when our advance was fully a quarter of a mile
away, and when they reached the south side of the town the
Johnnies were going out of the north side in great haste and
apparent confusion. For the next five minutes the race was lively.
Our boys returned their sabres to their scabbards and drawing their
carbines and revolvers began firing. The rebels threw away in their
haste guns, blankets, haversacks, muster rolls, and whatever
encumbered them; and between the discharge of fire-arms, the
shouts of our men and the clatter of the horses' hoofs, the natives
were thoroughly aroused. The pursuit was kept up for about five
miles, the fleeing Johnnies making a stand upon coming up to the
main force of Wheeler's rear guard. Two of the enemy were killed
and eight captured. The wounded, if any there were, made their
escape.
Corporal George R. Parsons, Co. B, mounted on a fast horse, was
said to have got nearer the body of the enemy's forces than any
other man. Capt. Nation, who was with the regiment without his
company, by special permission, with a blow of his sabre delivered
upon the side of the head, after a command to halt, unseated a
Confederate, mounted upon a large mule. The mule got away.
William Johnson was slightly cut by a ball, and the horse of Sergt.
Foster was badly shot. Capts. Wall, Nation and Moorehouse took
part in the charge. The boys, in the presence of Wheeler's rear
guard, and so near his main body of perhaps 8,000 men, did not
care to push matters further, and so quietly withdrew to Lynnville for
refreshments, and to rest their horses.

General Rousseau was near Wheeler's rear and left flank. Wheeler
was between us with only one way open to the South. During the
after part of the night Wheeler moved in the direction of
Lawrenceburg, and the 9th was ordered back to Pulaski. On Monday
evening, September 3d, the 9th was ordered to Lawrenceburg to
head off Wheeler if possible. Rousseau was pressing him with
between 2,000 and 4,000 infantry and artillery. Wheeler's forces
were estimated at 8,000—nearly all mounted, with a battery of light
artillery. His artillery was used very little. The 9th reached
Lawrenceburg about 7 o'clock on the morning of the 4th, just in time
to see the 9th Ohio Cavalry assist Wheeler's rear guard out of town.
About 8 o'clock A. M. the 10th Indiana Cavalry was ordered to the
front and became engaged with a strong rear guard of the enemy in
a thick wood. They drove them back two or three miles, when the
10th was in turn pressed back. Major Lilly, who was with Gen.
Granger when it was reported to him that the 10th Indiana had been
driven back, requested of the general that he be permitted to take
his battalion to the front. The general, who had heard of the efficient
manner in which the Lynnville affair had been conducted, granted
the request. Col. Jackson received permission to lead the remainder
of the regiment.
By order the troops on the road for a mile withdrew to the right and
left, and the 9th was given free passage. The position occupied by
the 10th Cavalry was soon reached. They were in a narrow valley;
the rebels on the ridge above them—the 9th on the opposite hill. It
was fortunate for the 9th that the rebels made the mistake so often
made in engagements—shot too high—the balls rattling in the tree-
tops above their heads. A rapid fire at will was ordered and the lines
were closed. The 9th advanced steadily, firing over the 10th Indiana,
which soon moved out of the way by the flank, giving the 9th an
open field. The Confederates did not long await the coming of the
9th, but, after a few volleys, fell back. Again making a stand and
forming, the 9th hurries without a halt or hesitation, steadily presses
them hard, beating them back from occasional stands for a distance
of four miles, when Wheeler corraled his train, threw down the

fences and brought his artillery into position. The boys were hot and
tired, and concluded they did not want to take his artillery and
rested. The offer of battle thus made by Wheeler to Granger was not
accepted for reasons not known to the world. The opportunity was a
good one and those generals had been ostensibly looking for
Wheeler. Wheeler had the advantage, to be sure, in numbers, of
perhaps 2,000 men, and these generals did not know at that time
the superior material they had under their command. Wheeler began
to move, and the 10th and 12th Tennessee Cavalry relieved the 9th.
After some desultory firing, Wheeler was permitted without further
serious annoyance to cross the Tennessee River. There is where the
Federal generals desired to drive him, and so the object of the
expedition was successful and Wheeler's attempt to destroy the
railroad a failure.
The loss to the enemy was 25 killed and 150 wounded. The 9th lost
none killed and none seriously wounded.
September 5th the regiment reached Athens, Ala. September 6th
returned by Elk River to Mussel Shoals and Shoal Creek, going into
camp at night on the bank of the stream, with the other bank held
by a Confederate force under command of a Col. Anderson. The
bridge spanning the stream being unsafe for horses, on the 7th the
regiment crossed by a dangerous ford, Companies B and L in
advance, and soon engaged with Anderson, who was driven to
Florence, Ala., a distance of seven miles, in about four hours, near
which place he succeeded in crossing the Tennessee River.

THE REPUBLIC OF JONES.
While held at Enterprise, our men learned of the existence of a
government within the State of Mississippi, of which most readers of
history are to this day ignorant. They were informed that early in the
days of secession Jones County, which touches Clarke County on the
southwest, by its leading citizens, withdrew from the Confederacy,
declaring themselves a free and independent people, organized a
special and distinct government, under the name of the "Republic of
Jones," adopted a constitution modeled after that of the United
States, elected a President and officers of State, and refused to
contribute men or money to the cause of the Rebellion. The census
of 1860 gives the population of Jones County at 3,323. So that the
standing army of Jones could not, if made up of the able-bodied
males, have been very formidable.
The cause which compelled the brave people of Jones to sever their
connection with the most of mankind, seems to have been plunder.
In the absence of C. S. A. troops, marauding parties sallied forth,
capturing mules, horses, cotton, grain, and whatever else could be
easily transferred, and when pursued or upon the approach of
troops, hastily retreated and disbanded, seeking safety in swamps or
other places difficult of access, remaining in hiding until the apparent
danger had passed. It is stated that the Republic did not in any
manner contribute to the cause of the C. S. A.
While the prisoners never became thoroughly posted in the
principles of that Republic it looked at one time as if they would get,
in an unpleasant manner, a knowledge of its practical workings.
Enterprise was about forty miles from the seat of government of

Jones. Held at Enterprise were about 100 officers of various
regiments, (some of colored troops,) besides the officers of the 9th
Cavalry and 3d Tennessee Cavalry captured at Sulphur Branch
Trestle. The commander of the post was a Major Edward Ward, a
resident of Indiana before the war, who had gone South in 1858,
engaged in business, became identified with the people and
interests of that section, and united his fortunes with those of the
Confederacy at the breaking out of the war. He had not been so long
away from the North as to have grown indifferent to his old home—
he still had a soft place in his heart for Indiana. He invited the
officers of the 9th to his headquarters and treated them as
hospitably as his position and condition would allow. At roll-call at 10
o'clock, October 15, 1864, Major Ward informed the prisoners that
he had just received information through his scouts that the Republic
of Jones was threatening to capture the prison camp and massacre
the prisoners, for the alleged reason that the imprisoned officers had
commanded negro troops. He said he would not be able to protect
them against the superior force and did not know what to do. The
proposition of Major Lilly, following the announcement of the
commander of the post, must have been in the nature of a surprise:
"If you can not protect us allow us to protect ourselves." Major Ward
asked what he meant by that. Major Lilly explained that he meant
that the commander should place arms and ammunition in the
hands of the prisoners, and then if they were murdered no blame
could attach to him. Major Ward said that the arming of prisoners
was without precedent, and would certainly be dangerous when they
were numerically stronger than their guard. Major Lilly admitted that
the proceeding was unusual, but the circumstances justified the
innovation, and proposed that all the prisoners pledge their honor as
officers and men to use the arms only in defence of themselves
against the anticipated attack, and to surrender them when the
danger was ended. The pledge was taken, and in the afternoon two
wagon loads of muskets and one of ammunition were delivered to
the prisoners, the guards were taken off, and each officer selected
his gun and put it in condition for immediate use. Lieut. Harrod, who
had not sufficiently recovered the use of his leg—wounded at

Sulphur Branch Trestle—to be able to walk, was confined to the
camp. Thus armed and equipped, the unwonted spectacle was
presented of the Yank and Johnny marching side by side against the
common enemy—Major Lilly, in the full uniform of the United States
Army, with his gun at a right shoulder, by the side of a rebel,
marching in the picket squad to the front. It was perhaps the earliest
instance of the fraternizing of the Blue and the Gray.
The prisoners remained on duty three days and nights without being
attacked. The enemy had learned that their plans were discovered
and preparations made to meet them. A fight upon fair terms was
not what they wanted, and they had withdrawn.
True to their pledged word the prisoners surrendered and stacked
their arms—no gun nor man missing. They had shown that they
were as honorable as brave, and from that time until they were sent
North they were allowed greater freedom of movement—the guards
simply patroled the camp. Citizens were allowed free access to
camp, but the prisoners were not permitted to talk to them or the
negroes on politics or the war.

THE HOOD CAMPAIGN.
Atlanta had fallen. Sherman, before starting on his "march to the
sea," detached the Fourth and Twenty-fourth Corps, under command
of Schofield, and sent them by forced march to Pulaski to watch
Hood, who was at Florence, and to retard his advance into
Tennessee until Thomas, who was at Nashville, could concentrate
enough troops to—as Sherman pithily said—"take care of him." The
main body of the 9th Cavalry had shortly before this been sent to
Nashville to secure horses for mounting the regiment; a small
number of each company only remained to guard the camp and
stores.
About the 15th of November the forces from "the front" arrived, and
soon our peaceful camp was the scene of warlike preparation. The
beautiful slope which we had so long occupied was cut into rifle-pits,
and just north of regimental headquarters a breast-work was raised,
commanding the approaches from south and east.
Receiving information that indicated an advance of the enemy on
Columbia by the way of Winchester, the works were abandoned. The
infantry took up their line of march for Columbia, and the remnant of
the 9th hastily loaded the camp equipments and stores and boarded
the train for Nashville on the 23d of November, arrived on the
morning of the 24th, and rejoined the main body who were
encamped across the river in Edgefield. The remounting being
completed, the cavalry forces at Nashville were rapidly organized as
the seventh division of the cavalry corps—Gen. Knipe commanding.
The first brigade, Gen. J. H. Hammond commanding, was composed

of the 9th and 10th Indiana, the 2d and 4th Tennessee and 19th
Pennsylvania.
On the 27th the first brigade moved through the city and down the
Franklin Pike a few miles and went into camp; on the 28th, passed
through Franklin to Spring Hill and went into camp, awaiting orders
from the front. On the 29th moved to the left of the Columbia Pike
and were all day in the saddle marching and counter-marching,
slowly falling back, almost constantly within hearing of the fighting
at the front.
On the night of the 29th marched across to the Triune Pike to repel
an alleged flanking movement of the enemy, who failed to appear at
that point. At day-light we went into camp, and after a hasty
breakfast, snatched an hour of needed sleep. Soon the unwelcome
"boots and saddles" sounded, and we resumed our weary waiting
and watching, nearly always within sound of musketry, but not
seeing the rebels nor hearing the "zip" of the unfriendly bullet. We
marched and counter-marched, always halting nearer Nashville.
To those of us who had not yet seen a rebel under arms the
suspense, the constant expectation of battle, was more trying than
actual fighting afterwards proved. On this day when the sound of
musketry drew nearer and nearer, we were drawn up in line, and
with drawn sabres awaited the appearance of the enemy and an
order to "charge." Expectation sat in a thousand pale faces as
"Each looked to sun and stream and plain
As what they ne'er might see again."
Suddenly the rattle of musketry seemed to roll away and all was still.
Another time when the sound of battle approached our position, we
dismounted and in line awaited the onset.
In the evening the distant boom of cannon announced that a battle
was on somewhere, and while we sat on our horses, weary but alert,
the bloody battle of Franklin was being fought miles away. At last
night fell, and exhausted men and horses sank gratefully to sleep.

Our camp was at the base of a wooded hill, in a field adjoining the
Nolansville Pike. Next morning, December 1st, the horses, that had
not been unsaddled, were put in line and held while breakfast was
prepared and eaten. Before this was completed out-post firing was
heard—a cavalryman came galloping, saying the enemy was upon
us. The command hastily mounted and moved out on the pike, just
before reaching which Companies D and G were halted, and, under
command of Major Lyon, went into line, facing the rear. The
regiment moving at a rapid walk, moved up the pike and
disappeared. In a few minutes the rebels opened an irregular but
furious fire from the brow of the hill under which we had camped. At
the first discharge a horse went down; directly a man was shot;
another horse fell. Thicker and thicker came the bullets; fiercer and
fiercer grew the rebel yell. Major Lyon rode up and down the line
shouting, "Give 'em hell, boys." It was the "baptism of fire" for the
boys, but no one faltered. When ordered to wheel to the right, by
fours, to march to the rear, behind a stone wall on the other side of
the pike, they executed the movement as deliberately as on dress
parade. Dismounted and sheltered by the stone wall the men were
comparatively safe, but the horses suffered severely. Before they
could be led to the rear, out of range, fifteen had fallen.
The rebels did not advance from the brow of the hill, but blazed
away with constantly increasing vigor. A "jackass battery" opened on
us. The boys did not flinch from this new experience, but kept
steadily to their work with the coolness of veterans. Our Maynard
carbines were weak weapons, useless at long range—our fire must
have been ineffectual as to casualty, but being breech-loaders the
boys were enabled to fire with such rapidity that the enemy over-
estimated our numbers and hesitated to advance, but began
creeping round our flanks on either side. And still the Major said
"give 'em hell, boys," and held us to the work until our ammunition
was exhausted. About this time Adjutant Payne, who was on the
staff of Gen. Hammond, came back with orders to retreat.
Everybody was willing, but it was easier said than done.

Almost surrounded, no ammunition, many more men than horses,
the pike in possession of the foe, it was not a comfortable prospect.
Hurrying to the rear we mounted—some without horses, mounted
behind a comrade; again another would hold to a stirrup or a horses'
tail to keep up with the rapid trot. No one thought of dashing to
safety at the expense of a dismounted comrade. A horse was killed
throwing its rider against a tree breaking his collar bone. Instantly
he was placed behind a comrade and away again. On and on
through wood and field, rushing through rail fences, tearing down
stone walls with bleeding hands and still behind, and from either
side, the rebel yell and hissing bullet.[1]
At last, most welcome sight, the guidons of a cavalry regiment
drawn up in line to receive us and check the enemy. Feeling sure of
safety for all, we dashed forward, leaving the dismounted men two
hundred yards behind. To our surprise and indignation this regiment
wheeled into column and trotted away before we reached them
leaving us to follow. The abandoned, dismounted men took to a
cornfield and many of them escaped. Two privates of Co. D, Lieut.
Swayne and some enlisted men of Co. G, were taken prisoners.
Later on we reached the regiment standing in line on the pike. From
this place we moved slowly toward Nashville until night came on.
Going into camp near the road we enjoyed what we had fairly
earned—a night's repose without alarm.
As we passed through Nashville to our old camp at Edgefield next
morning, every hatless trooper of the previous day's fight will
gratefully remember how the merchants in the city came out with
arm loads of hats to supply our needs. Late in the evening the
brigade was again in the saddle, marching to Gallatin, Tenn., where
we remained some days patrolling the river from that place to
Carthage to keep the enemy from crossing. While here encamped a
detachment of the 9th, under command of Major Wall, was sent up
into Kentucky "pressing in" horses and mules. This expedition was
through a rich country, comparatively unravaged by the war, and
was a pleasure trip to its participants. Not so to the hapless citizens
who had horses and mules. Desolation to poultry yards marked the

path of the party. A fine lot of animals were secured, among them a
number of blooded horses. It is possible that all these did not
receive Uncle Sam's trade mark. There was a legend current in the
regiment that one of the mules obtained at this time, that by
accident was not branded, did excellent service at New Orleans in
supplying one company with the needful.[2]
On December the 8th the command returned to Nashville. The
morning was lowery and by noon began to rain. A strong northwest
wind froze the water as it fell and soon the road was a glare of ice.
The horses unshod or smooth shod had but precarious footing.
Fortunately no serious accident occurred. The men were chilled and
shivering. When the column halted for any purpose the red cedar
rails on either side were soon ablaze; but before the cheerful flame
could infuse warmth in the chilled fingers the bugle sounded
"forward" and the grateful heat was left to waste its comfort on the
frosty air. We left a fiery as well as a frozen track that day. Before
nightfall we went into camp within two miles of the city. Soon, amid
the lurid flame of burning rails, the smoking hot coffee, crisp sow-
belly and luscious hard-tack, we forgot the discomfort of our
cheerless ride—the song and laugh went round until one by one
each voice was hushed and the camp was wrapped in silence.
On the morning of the 9th we moved across the river and went into
camp on the west side of Nashville, where we remained until
December 15th. While passing through the city Gen. Hatch and staff
met the regiment—Col. Jackson joined him and with him held an
informal review of the regiment as the column moved along. Our
horses—fresh from their "old Kentucky homes"—were in such
contrast to the jaded steeds from the front, with which Hatch's
command was mounted, that, turning to Jackson, he said: "Colonel,
you have a magnificent mount, but my boys will steal half of them
before the battle."
"No, General," replied the Colonel, "the boys got these horses for
their own use; you can't have one of them; but we don't want to

seem small and will undertake to trade a limited number of our
Maynards for your Spencers."
On reaching camp, an order was issued doubling the stable guard,
and relieving from camp duty for a week any soldier who would
secure a Spencer carbine. No horse was lost, a dozen or two
Spencers were reported. These were organized for special service,
and the zeal and enterprise developed in securing them had ample
play during the stormy days which followed. It is possible that some
members of this squad would have willingly resigned their prospects
for distinction with the Spencer, for the more modest and less
hazardous companionship of the Maynard.
The camp was in an open field with no tree, shrub or grass, or other
covering than the sleet which fell and formed from day to day. It was
a sloppy, slippery time. The discomfort of the situation was
somewhat alleviated by remembering that the Johnnies were more
unhappy than we. They had not wherewith to cover their nakedness
and depended for food on such limited supplies as could be secured
from the country. We were well fed and clothed.
On the morning of the 15th, the ice being melted, the regiment was
in the saddle soon after daylight. Moving a short distance to the
right we halted, waiting for McArthur's division to clear the way for
our passage to the position assigned our division on the right of
Smith's Corps.
About 8 o'clock A. M. the booming of the cannon on the left
announced the opening of the battle. For an hour the fight seemed
to remain in one place, but gradually the forces became engaged
along the front, reaching a point to the right of our position. The
cannons roared and thundered, and the rattle of small arms could be
distinctly heard, while a dense smoke rolled up from the field which
was obscured from our view by an intervening ridge. To get out of
the ranks and climb this ridge to see how a great battle looked was
a common impulse—an impulse too strong for those whose curiosity
was stronger than their sense of duty. Two privates of one company,
thus straying away, were discovered by one of Hammond's aids, who

promptly placed them and their company commander under arrest.
This officer[3]
later in the day approached the General and obtained
permission to lead his company in the coming fight, which he did so
gallantly that he never heard any more about the arrest.
Two officers of another company likewise climbed the ridge and saw
the belching of the cannon, the bursting of the shells, the great
lanes torn through the ranks of blue, which, closing up, moved
steadily toward the foe. It was a grand though awful sight. As one,
sickening, turned away, he discovered that the regiment had moved
away. Informing his companion, they descended the hill and quickly
following were, fortunately for their credit, not discovered, and
regained their place in the column.
The division now reached its place on the extreme right—the first
brigade in reserve within the bend of the river. In line facing the
front we sat on our horses awaiting results. The remainder of the
division advanced toward the enemy and were soon hid from our
view by the fog and smoke of battle. Here it was that the battery on
the hill above and beyond the rebel advance opened on us with shell
—all will remember this—and none forget the peculiar shrinking
sensation with which we heard the first shell that came shrieking
over our heads and bursting in our rear. Here it was, too, that, as
the smoke lifted, we saw our troops swarm up the distant hill, and,
after a short struggle in the fort, raise the stars and stripes above
the works from whose guns had so recently come to us such
unwelcome greeting. This redoubt was carried by Coons' Cavalry
(dismounted), and two brigades of Smith's Corps. The same troop
rushed gallantly on and soon carried another fort. The mounted men
rushed forward and swept Chalmer's Cavalry back, capturing his
headquarters, books and papers. The Confederate left was
completely broken and driven back by the cavalry corps. Night
stopped the pursuit.
The first brigade being in reserve, took no part in this day's fight,
but followed closely the advance of our victorious fellow-cavalrymen,
seeing on every side the evidences of the battle we had not helped

to win. We reached the six-mile post on the Charlotte Pike; thence
marching up Richland Creek three miles, bivouacked on Granny
White Pike. Two companies, (L and another), going on picket,
captured a number of prisoners during the night.
On the morning of the 16th, the first brigade returned to the
Hillsboro' Pike. The 9th was detailed to support the 14th Ohio
Battery in an attack on the rebel left and rear. Dismounted—a detail
for skirmishers was made, including the "Spencer Squad." As they
disappeared in the wood we followed. Soon a rattling volley, followed
by the articulate venom of single shots, warned us that we were
approaching the enemy. Reaching a position on a ridge thinly
covered with trees, the guns were unlimbered, placed in position,
and for two hours a furious duel raged between this and an
opposing battery on the ridge a half mile away. The wooded valley
intervening was alive with skirmishers, and the continuous dropping
shots showed that they were hotly disputing possession. The
occasional bringing in of the dead and wounded from the line
attested the character of the struggle. The boys were evidently not
in fun. The regiment lay in front of the guns which fired over us.
This of itself was sufficiently exhilarating to a nervous man, but
when the shells of the opposing battery came hustling through the
air, bursting in front, above and behind us, cutting the branches
above us or throwing the dirt over us, every man became a stoic and
waited with calmness the missile which should square his account.
Strangely enough no casualty occurred in the line. Some annoyance
was felt from a house on the left front occupied by sharp-shooters. A
small squad, by permission, stole down upon them unobserved.
Making a rush for the house the gray-backs went out of the back
door as the boys went in at the front. The family were at breakfast.
One of the boys sat down and had a hearty lunch, while the others
searched the house from cellar to garret. Notifying the owner that
another shot from the house would meet with response from the
cannon, the boys returned and took their place in line.

And still the cannonade kept up. Shells passing overhead reached
the horses in the rear, carrying consternation to the boys who were
holding them. One came up to the line to get permission to trade
places with one of the boys, saying if he had to be killed he
preferred to die as a soldier, and not as a hostler.
Col. Jackson rode a white horse and, with his orderlies, remained
mounted during this action. Wherever this horse was the shells were
thickest. Upon being asked why he rode this horse he said that in
battle no one hit what he shot at. So he rode this horse for safety.
The Colonel held a fairly good place in the affections of his men, but
none cared to cultivate any closer relations with him on this
occasion. It was two sad-eyed orderlies who followed him up and
down the line these two solemn hours.
The rebel battery ceasing to return our fire, we returned to our
horses and about noon moved to the Cranny White Pike. Crossing it,
we dismounted and climbed a hill—the remainder of the brigade
going into line on our left. As we went into position the brass band
of a regiment on our immediate left was playing a melancholy piece
—doubtless expressing the feelings of the musicians, but certainly
not inciting an appetite for battle in the hearers.
For some hours we lay upon this hill exchanging shots, occasionally,
with an unseen foe, without loss. The 10th Indiana on our left lost
some killed and wounded. About 4 P. M. Knipe ordered an advance of
the whole division. The 9th did not wait, but, springing to their feet,
dashed eagerly down the hill and away after the enemy, who did not
stand upon the order of their going, but went at once.
Strict orders had been given to reserve fire until we should get in
short range, but some nervous comrade, with patriotism at his finger
ends, discharged his gun and at once a line of fire ran down the
ranks. An effort to stop the shooting was made without avail.
Company K had a man killed; a number were slightly wounded. Two
Confederates were seriously wounded in or near a house at the base
of the hill, where we discontinued the pursuit.

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