Fundamentals of Management 10th Edition Robbins Test Bank

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1
Copyright © 2017 Pearson Education, Inc.
Fundamentals of Management, 10e (Robbins)
Chapter 6 Organizational Structure and Design
1) Organizational design requires a manager to ________.
A) decide who leads a group within an organization
B) change the culture of an organization
C) change or develop the structure of an organization
D) change the logo of an organization
Answer: C
Explanation: By definition, organizational design requires that an individual develop or change
an organization's structure. Changing organizational culture or deciding who leads a group may
influence structure in only minor ways, so those choices are incorrect. Changing the logo of the
organization also does not constitute creating or significantly modifying the organization's
structure.
Diff: 1
LO: 6.1: Describe six key elements in organizational design.
2) All of the following are part of the process of organizational design EXCEPT ________.
A) deciding how specialized jobs should be
B) determining rules for employee behavior
C) determining the level at which decisions are made
D) determining goals for the organization
Answer: D
Explanation: Organizing jobs, formulating rules, or clarifying a decision-making process are
clearly examples of developing an organization's structure. Determining goals is part of
establishing an organization's mission, not creating its structure that will help carry out that
mission.
Diff: 2
3) Which of the following are NOT basic elements of organizational design?
A) work specialization, span of control
B) chain of command, line authority
C) centralization, decentralization
D) departmentalization, formalization
Answer: B
Explanation: The six elements of organizational structure are given in the three incorrect
choices: work specialization, span of control, centralization, decentralization,
departmentalization and formalization. Chain of command and line authority are not included as
basic elements of organizational structure, so "chain of command, line authority" is the correct
response.
Diff: 2

2
4) Which of the following is synonymous with work specialization?
A) division of labor
B) job discrimination
C) chain of command
D) job preference
Answer: A
Explanation: Division of labor is the only term among the four choices that describes how work
is specialized. Job discrimination describes how employees are mistreated in the job market. Job
preference describes how employees select jobs. Chain of command describes authority
relationships in organizations.
Diff: 2
5) Which statement accurately defines work specialization?
A) It is the degree to which tasks are grouped together.
B) Individual employees specialize in doing part of an activity rather than the entire activity.
C) Jobs are ranked relative only to their worth or value to the businesses.
D) Work specialization clarifies who reports to whom.
Answer: B
Explanation: The choice regarding the degree to which tasks are grouped together describes
departmentalization, not specialization. The choices regarding ranking jobs and work
specialization both describe a power relationship in an organization, so they are incorrect. The
choice regarding individual employees accurately identifies the idea that work specialization
requires dividing a task into parts, so it is the correct response.
Diff: 3
6) Early supporters of work specialization saw it as ________.
A) a reliable way to increase productivity
B) a good way to increase employee morale
C) a source of innovation
D) an immoral way to coerce workers into greater productivity
Answer: A
Explanation: Work specialization has never been seen as a way to increase productivity or
innovation. Work specialization was seen as an excellent but ultimately limited way to increase
productivity, so "a reliable way to increase productivity" is the correct response.
Diff: 2

3
7) Early users of work specialization in the early twentieth century found that the practice
ultimately resulted in ________.
A) higher profits and better employee morale
B) bored workers with low morale
C) huge and permanent productivity gains
D) better communication among employees
Answer: B
Explanation: While managers initially saw profit and productivity gains in work specialization,
the gains were not huge, not permanent, and not accompanied by increases in morale, so these
choices are incorrect. Better communication was never observed by managers so that choice is
incorrect. After initial gains, managers did see an inevitable drop in morale of employees as they
contended with drudgery, making "bored workers with low morale" the correct response.
Diff: 3
AACSB: Ethical understanding and reasoning
8) Today, managers favor this approach with regard to work specialization.
A) All tasks are performed by all employees to promote fairness.
B) Partners switch jobs every half hour to overcome boredom.
C) Employees specialize to maintain efficiency.
D) Monotonous tasks are shared by all employees to prevent perceived favoritism.
Answer: C
Explanation: Most managers today see work specialization as an important organizing
mechanism because it helps employees be more efficient. The other choices given here have
been tried in isolated cases, but none constitutes a prevalent approach of today's managers.
Diff: 2
9) Functional departmentalization groups jobs by ________.
A) tasks they perform
B) territories they serve
C) products or services they manufacture or produce
D) type of customer they serve
Answer: A
Explanation: The choice regarding territories describes geographic departmentalization, while
the choice regarding products or services describes product departmentalization, and the choice
regarding type of customer describes customer departmentalization. That makes "tasks they
perform" the correct response, as functional departmentalization groups employees by the jobs
they perform.
Diff: 2

4
10) ________ departmentalization is based on territory or the physical location of employees or
customers.
A) Functional
B) Product
C) Geographic
D) Matrix
Answer: C
Explanation: Among the four choices, only "geographic" refers to territory, so "geographic" is
the correct choice.
Diff: 1
11) A soap company that features a bath soap department, a laundry detergent department, and a
dish soap department is using which of the following?
A) process departmentalization
B) functional departmentalization
C) product departmentalization
D) customer departmentalization
Answer: C
Explanation: The soap company clearly is organizing by product, not a particular process, the
job people do, or the customer that is served. That makes "product departmentalization" the
correct response.
Diff: 2
AACSB: Application of knowledge
12) What kind of departmentalization would be in place in a government agency in which there
are separate departments that provide services for employers, employed workers, unemployed
workers, and the disabled?
A) product
B) geographic
C) outcome
D) customer
Answer: D
Explanation: Employed workers, unemployed workers, employers, and disabled workers are
categories of people who will use the agency's services–its customers. Therefore, "customer" is
correct and the other choices incorrect.
Diff: 2

5
13) State motor vehicle offices usually use this kind of departmentalization.
A) product
B) functional
C) customer
D) process
Answer: D
Explanation: Motor vehicle offices organize, for example, by the process of getting a driver's
license. First the customer fills out forms, then takes an eye test, then takes a written test, and so
on. This makes "process" correct.
Diff: 2
14) The line of authority that extends from the upper levels of management to the lowest levels
of the organization is termed the ________.
A) chain of responsibility
B) unity of command
C) staff authority
D) chain of command
Answer: D
Explanation: Unity of command refers to a single authority prevailing when organizational
conflicts arise rather than a hierarchical authority. Staff authority refers to the authority that staff
managers have over support personnel. Only the chain of command describes the hierarchical
relationship between levels of an organization with respect to authority, so that is the correct
response. "Chain of responsibility" is incorrect because it is not a recognized term.
Diff: 1
15) The chain of command answers this question.
A) Where do I go for help?
B) How do I know when the task is complete?
C) What are the rules?
D) Who reports to whom?
Answer: D
Explanation: The classic description of the chain of command is that it determines who reports
to whom. The other questions given here–asking for help, knowing when work is complete, and
learning the rules–do not explicitly involve authority, so they are incorrect.
Diff: 2

6
16) Authority gives an individual the right to do this.
A) give orders
B) reprimand employees
C) command respect
D) obey orders
Answer: A
Explanation: Authority confers the right to direct subordinates and, if necessary, issue
commands and orders, making "give orders" the correct response. Reprimanding may be done by
superiors to subordinates, but it is not an explicit part of authority. Commanding respect is
completely independent of authority–although practically speaking, authority is hard to establish
without it. Finally, all employees have the "right" to obey orders, not just a person with authority,
making "obey orders" incorrect.
Diff: 1
17) In the chain of command, each person above you ________.
A) has special privileges
B) receives higher pay
C) has line authority
D) has no right to give you orders
Answer: C
Explanation: Line authority is the explicit right to issue orders to a subordinate. People of higher
rank may or may not receive special privileges or more pay than people below, so those choices
are incorrect. Finally, "has no right to give you orders" can be eliminated because it is the
opposite of the correct answer.
Diff: 2
18) Staff managers have authority over ________.
A) special support employees only
B) line managers
C) middle managers
D) the person above them in the chain of command
Answer: A
Explanation: Staff managers have authority only over the special support staff they control. Staff
managers typically do not exercise authority over other employees, even if they outrank them.
This makes "special support employees only" the correct response and the other three choices
incorrect because they all identify people other than support staff.
Diff: 2

7
19) Line authority gives a manager the ability to direct the work of ________.
A) any employee in the firm
B) any subordinate
C) any subordinate, after consulting with the next higher level
D) only subordinates one level down
Answer: B
Explanation: Line authority is the explicit right to issue orders or direct the activities of any
subordinate. Line authority confers this right to a manager without any prior consultation with
higher-ups. This makes "any subordinate" the correct response. "Any subordinate, after
consulting with the next higher level" is incorrect because line authority extends only downward,
not up to higher-ranking individuals.
Diff: 2
20) ________ prevents a single employee from getting conflicting orders from two different
superiors.
A) Line authority
B) Unity of command
C) Staff authority
D) Chain of command
Answer: B
Explanation: Chain of command, line authority, and staff authority are involved in determining
how organizational orders and discipline are handled. However, only unity of command deals
explicitly with resolving conflicting orders, so it is the correct response.
Diff: 2
21) The importance of unity of command has diminished in today's workplace because of its
tendency to be ________.
A) inflexible and inefficient
B) ethically questionable
C) chauvinistic and dictatorial
D) too decisive
Answer: A
Explanation: Unity of command is a principle that establishes absolute authority of the superior
in an organization. In today's workplace, flexibility is valued over authority so unity of command
has been downgraded. This makes "inflexible and inefficient" the correct response. Unity of
command is not ethically questionable, so that choice can be eliminated. Similarly, though there
may be an element of veracity in the remaining two choices, they can both be ruled out since
being dictatorial or overly decisive are not causes of the diminution of unity of command.
Diff: 2

8
22) Which of the following statements is true?
A) Power is a right.
B) Authority is one's ability to influence decisions.
C) Authority is a right.
D) Both power and authority are rights.
Answer: C
Explanation: The choices indicating that power is a right and authority is one's ability to
influence decisions have the facts reversed. Power, not authority, is the ability to influence
decisions, and authority is a right. That makes the choice indicating that authority is a right the
correct response and also rules out the remaining choice since authority alone is a right.
Diff: 2
23) ________ is the obligation or expectation to perform a duty.
A) Responsibility
B) Unity of command
C) Chain of command
D) Span of control
Answer: A
Explanation: By definition, responsibility is the obligation to perform duties that have been
assigned, so that is the correct choice. An employee's responsibility is to complete the task that
he or she has been assigned. Two of the other choices here, "unity of command" and "chain of
command," refer to giving and following orders, so they can be eliminated. Span of control
refers to the number of employees who report to a manager, so it also is an incorrect choice.
Diff: 1
24) The personal secretary of a top manager may have ________.
A) power but not authority
B) authority but not power
C) power and authority
D) line authority but not staff authority
Answer: A
Explanation: A secretary who controls access to the boss wields power in his or her ability to
grant people entrance, but he or she does not have authority to issue orders or assignments.
Therefore, the secretary has power without authority. This makes "power but not authority" the
correct choice and renders the other three choices incorrect.
Diff: 3

9
25) Which of the following statements is true?
A) Power is a type of authority.
B) Authority and power are identical.
C) Authority is a type of power.
D) Power is determined by horizontal position in an organization.
Answer: C
Explanation: Authority is a subset of power. Authority is the power to give orders and make
assignments. This makes "authority is a type of power" the correct choice and causes "power is a
type of authority" and "authority and power are identical" to be incorrect because neither one of
them identifies authority as a type of power. Finally, "power is determined by horizontal position
in an organization" is incorrect because power is determined by both the horizontal and vertical
position of a person in an organization.
Diff: 3
26) As represented in a power cone, power is based on ________.
A) vertical position only
B) horizontal position only
C) distance from the center only
D) vertical position and distance from the center
Answer: D
Explanation: Vertical position by itself determines authority, not power, so "vertical position
only" is incorrect. Horizontal position on its own determines neither power nor authority, so
"horizontal position only" is incorrect. Distance from the center only partly defines power, so
that choice is incorrect. The remaining choice gives the correct relationship: power is determined
by both vertical position and the distance from the center power core of the diagram.
Diff: 3
AACSB: Analytical thinking
27) As represented in a hierarchical organization diagram, authority is based on ________.
A) vertical position only
B) horizontal position only
C) distance from the center only
D) horizontal and vertical position
Answer: A
Explanation: In a hierarchical organization diagram, vertical position is a measure of authority.
The person at the top, therefore, has the most authority and the person on the bottom the least,
making "vertical position only" the correct choice. The three other listed possibilities feature a
horizontal dimension, so they are incorrect.
Diff: 3

10
28) A construction site supervisor who sees an impending thunderstorm and tells workers to go
home is demonstrating ________.
A) line authority
B) staff delegation
C) provisional accountability
D) responsibility
Answer: A
Explanation: This is a perfect example of line authority: the supervisor is exercising the
authority to make a decision and give an order to subordinates without consulting any of his
superiors. This makes "line authority" correct and rules out the other three choices.
Diff: 2
29) ________ is the power that rests on the leader's ability to punish or control.
A) Reward power
B) Coercive power
C) Expert power
D) Referent power
Answer: B
Explanation: Coercive power is the power that comes from fear, so the ability to punish or
control is a coercive power. This makes "coercive power" correct. The leader is not using
expertise, access, or some kind of premium or bonus to influence others, so these choices are
incorrect.
Diff: 2
30) A bank manager who passes out bonuses at the end of the year is exercising this.
A) reward power
B) coercive power
C) expert power
D) referent power
Answer: A
Explanation: A bonus is a type of reward, so the manager is exercising reward power. The
power is not based on fear (coercive power), expertise, or knowing someone (referent power), so
none of these choices are correct.
Diff: 2

11
31) Your firm's attorney has ________ power when giving legal advice.
A) legitimate
B) status
C) expert
D) coercive
Answer: C
Explanation: Legal advice is a type of expertise, so "expert" is the correct response. The
attorney's power is not based on fear, so "coercive" is incorrect. "Legitimate" and "status" are
both incorrect because they refer to a type of hierarchical power, not power that comes from
expertise.
Diff: 2
32) ________ is the power that arises when a person is close to another person who has great
power and authority.
A) Expert power
B) Referent power
C) Reward power
D) Legitimate power
Answer: B
Explanation: The boss's secretary is a classic case of referent power–his or her power is based
on the ability to give access to an important person, the boss. This makes "referent power" the
correct response. The other three choices are incorrect because none of the three describes the
power that comes from proximity and access to a person who has power or resources.
Diff: 2
33) When a top manager decides to hire an individual over the objections of her staff, she is
exercising which kind of power?
A) referent
B) expert
C) coercive
D) legitimate
Answer: D
Explanation: When the manager does what she wants over the objection of subordinates, she is
exploiting her position of authority in the vertical organizational hierarchy–in other words, she is
using legitimate power. None of the other choices refers to the vertical power that comes from
one's position in the corporate pyramid.
Diff: 3

12
34) The traditional view holds that managers should directly supervise ________ subordinates.
A) no more than three
B) no more than six
C) around twelve
D) around twenty
Answer: B
Explanation: Classical studies and observations limited the number of employees under a single
manager to six, making the other options incorrect. This view has recently evolved. As
organizations become more sophisticated and workers become better trained and more
accountable, the span of control has increased in size.
Diff: 1
35) Modern managers find that they can ________ if their employees are experienced, well-
trained, and motivated.
A) increase their span of control
B) decrease their span of control
C) eliminate their span of control
D) fluctuate their span of control
Answer: A
Explanation: Having eager, well-trained, experienced employees seems to be the key to
increasing span of control. In a sense, the manager oversees a group of "self-managed"
individuals who are almost equal to him- or herself in accountability and responsibility. In
addition, many of his or her charges may have skills, knowledge, or insights that actually surpass
the manager's own abilities.
Diff: 2
36) A traditional "top down" organization is ________ organization.
A) a largely centralized
B) a largely decentralized
C) an absolutely decentralized
D) an absolutely centralized
Answer: A
Explanation: By definition, a centralized organization is one in which decisions are issued from
the top. This makes "largely centralized" the correct choice and "largely decentralized" and
"absolutely decentralized" incorrect because they refer to decentralized rather than centralized
structure. Finally, "absolutely centralized" is not correct because no organization is completely
centralized or decentralized. All organizations are somewhere in the middle of the two extremes.
Diff: 2

13
37) ________ reflects the degree to which decision making is distributed throughout the
hierarchy rather than concentrated at the top.
A) Centralization
B) Span of control
C) Concentration
D) Decentralization
Answer: D
Explanation: By definition, decentralization refers to the opposite of top-down decision making:
the more decentralized decisions in an organization are, the less often they are made by top
managers and filter down from above. When decision making is distributed throughout the
hierarchy, it is decentralized, making "decentralization" the correct response. Obviously,
"centralization" is incorrect here. "Span of control" and "concentration" also are wrong because
neither span of control nor concentration refers to decision making that comes from all levels of
an organization.
Diff: 2
38) In recent years, organizations have become more ________ to be responsive to a dynamic
business environment.
A) centralized
B) decentralized
C) structured
D) mechanistic
Answer: B
Explanation: The fast-changing business environment of today has made managers seek to be
more flexible. A decentralized structure that can effect change from any position in the hierarchy
without waiting for a centralized top-down decree is therefore favored by managers seeking
flexibility. This makes "decentralized" the correct response and rules out the other three choices,
all of which identify inflexible rather than flexible decision making.
Diff: 2
39) In today's decentralized business world, ________ the most important strategic decisions.
A) top managers still primarily make
B) middle managers make
C) lower-level managers make
D) nonmanagerial employees make
Answer: A
Explanation: Though decentralization has increased greatly in the recent past, the truly
important decisions in most organizations are still made by top managers. The decisions that
middle managers, lower managers, and nonmanagers make are usually of a tactical nature and do
not affect the direction in which the organization is headed.
Diff: 2

14
40) All of the following are characteristics of a highly formalized organization EXCEPT
________.
A) explicit job descriptions
B) little discretion for employees
C) minimum number of rules
D) a standardized way of doing things
Answer: C
Explanation: A formalized organization is very precise and bureaucratic. Jobs are precisely
defined; employees are given little leeway in how they carry out tasks, rules are given great
emphasis, and most activities are routine and standardized. Since rules are important in this kind
of an organization, you would not expect a minimum of rules, making it the correct response.
Diff: 2
41) Today's managers are moving away from formalization and trying to be this.
A) more rigorous
B) more flexible
C) more strict
D) less permissive
Answer: B
Explanation: Today's managers, if anything, are getting less strict and more permissive, making
"more strict" and "less permissive" incorrect. "More rigorous" is wrong simply because rigor has
not been identified as a current trend among managers. The correct choice identifies flexibility as
the key to dealing with a fast-changing economic environment.
Diff: 3
42) Today's managers expect employees to ________.
A) ignore rules for the most part
B) use discretion when it comes to following rules
C) faithfully follow rules even when it may harm the organization
D) make their own rules
Answer: B
Explanation: Rules have been de-emphasized in today's business environment, but not forgotten.
This rules out ignoring rules and faithfully following rules as the correct answer. Managers don't
want to go so far as having employees make their own rules, which eliminates that choice. The
correct response is using discretion, which reflects a decentralized view of management in which
employees participate in decision making–including the decision to interpret rules.
Diff: 2

15
Eric the Redd (Scenario)
Eric Redd graduated from college and was hired by a corporation that manufactured parts for the
automotive industry. The employees on the assembly line seemed bored, and their motivation
was low. Eric's employer decided to try to reorganize to increase productivity. During his career,
Eric will see his job change from an engineer to a more complex job assignment.
43) The jobs of assembly-line employees are to be changed to allow more tasks to be done by
individual workers. This is a reduction in ________.
A) work specialization
B) departmentalization
C) chain of command
D) centralization
Answer: A
Explanation: Increasing the number of tasks that employees perform is an example of becoming
less specialized. It would not increase how many departments there are nor affect authority
relationships or decision making, so all of these choices would be incorrect.
Diff: 3
44) Eric is offered a chance to help direct the efforts of some employees assigned to his work
group. This is a chance for Eric to experience ________.
A) functional structure
B) divisional structure
C) responsibility
D) authority
Answer: D
Explanation: By definition, authority gives an employee the right to direct the work of others
and give orders if necessary. This means that Eric is assuming authority. Assuming responsibility
would be just meeting organizational obligations. The other two choices are incorrect because
they refer to organizational design structures, not abilities that Eric might assume.
Diff: 2

16
45) Eric sees this new assignment as an increase in ________, or an obligation or expectation for
him to perform at a new level.
A) functional structure
B) divisional structure
C) responsibility
D) authority
Answer: C
Explanation: Assuming authority is about giving orders and directing the work of others while
assuming responsibility is about fulfilling one's obligations with respect to the organization.
Since Eric is meeting expectations, "responsibility" is the correct response.
Diff: 2
46) Organizational design is the process in which managers change or develop an organization's
structure.
Answer: TRUE
Explanation: By definition, organizational design requires a manager to develop an
organization's structure, or change the structure in some way.
Diff: 2
47) There are four basic elements in organizational design.
Answer: FALSE
Explanation: There are six elements: work specialization, departmentalization, authority and
responsibility, span of control, centralization and decentralization, and formalization.
Diff: 1
48) The original ideas about organizational design formulated by Fayol and Weber are now
largely obsolete.
Answer: FALSE
Explanation: Surprisingly, many of the ideas of Fayol and Weber about organizational design
are still valid today.
Diff: 2
49) When work specialization originally began to be implemented early in the twentieth century,
employee productivity initially rose.
Answer: TRUE
Explanation: Initially, managers saw huge increases in productivity as a result of specialization.
However, when work became overly specialized, employee morale and motivation dropped,
erasing many productivity gains.
Diff: 2

17
50) Today, most managers see work specialization as a source of ever-increasing productivity.
Answer: FALSE
Explanation: Today, managers see a limit to the amount of productivity increase they can see
from specialization. Specialization that is not deadening to employees tends to work best.
Monotonous assembly-line work seems to have diminishing returns.
Diff: 2
51) The advantage of work specialization is that it always results in high employee motivation
and high productivity.
Answer: FALSE
Explanation: The opposite occurs–too much work specialization results in lower motivation and
productivity.
Diff: 2
52) Departmentalization is how jobs are grouped.
Answer: TRUE
Explanation: The grouping of jobs along lines of function, product, and other criteria defines
departmentalization.
Diff: 1
53) Staff authority is the ability to direct the work of any employee who does not have a higher
rank in the organization.
Answer: FALSE
Explanation: Staff authority is authority over support staff only, not general employees. Thus, a
payroll manager has authority over payroll staff but not other organizational employees.
Diff: 2
54) Grouping jobs on the basis of major product areas is termed customer departmentalization.
Answer: FALSE
Explanation: Grouping along the lines of product areas is termed product departmentalization,
not customer departmentalization.
Diff: 2
55) Line authority can be exerted only after a manager checks with his or her superior.
Answer: FALSE
Explanation: Line authority does not require checking with superiors. It can be exerted as the
manager sees fit without any kind of consultation.
Diff: 2

18
56) Unity of command prevents an employee from trying to follow two conflicting commands at
once.
Answer: TRUE
Explanation: The original management theorists stated that subordinates should not be put in the
position to try to follow two or more conflicting commands at once. Unity of command ensures
that the command from the highest organizational level is followed.
Diff: 2
57) Power is a right that a manager has when he or she has a higher rank in an organization.
Answer: FALSE
Explanation: Power can arise from rank, but it also can arise from a particular skill, knowledge,
or access within the organization. For example, the boss's secretary has power to gain access to
the boss without having a high rank in the organization.
Diff: 2
58) When decisions tend to be made at lower levels in an organization, the organization is said to
be centralized.
Answer: FALSE
Explanation: Centralized decisions originate at higher rather than lower levels of an
organization.
Diff: 2
59) Traditional organizations are structured in a pyramid, with the power and authority located in
the pyramid's broad base.
Answer: FALSE
Explanation: The power and authority in a traditional organization resides at the narrow point of
the pyramid where top management is located, not the base.
Diff: 2

19
60) In a short essay, list and explain three key elements in designing an organization's structure.
Answer: (any three of the following)
Work specialization
This concept describes the degree to which tasks in an organization are divided into separate
jobs. The essence of work specialization is that an entire job is not done by one individual, but
instead is broken down into steps, with each step completed by a different person.
Departmentalization
The basis by which jobs are grouped together is called departmentalization. The five common
forms of departmentalization include functional, product, geographical, process, and customer
departmentalization.
Chain of command
This is the continuous line of authority that extends from upper organizational levels to the
lowest levels and clarifies who reports to whom. It helps employees answer questions such as
"Who do I go to if I have a problem?" and "To whom am I responsible?"
Span of control
The question of how many employees a manager can efficiently and effectively supervise is
important because, to a large degree, it determines the number of levels and managers an
organization has. Trends in today's organizations show wider spans of control that reflect better-
trained employees who are more independent and accountable.
Centralization and decentralization
Centralization describes the degree to which decision making is concentrated at a single point in
the organization. If top managers make the organization's key decisions with little or no input
from below, then the organization is centralized. In contrast, the more that lower-level employees
provide input or actually make decisions, the more decentralized the organization is.
Authority, responsibility, and power
Authority is the right to give directions and expect them to be obeyed within an organization; the
amount of authority for a given position is inherent in that position, not related to the individual
who fills that position. Responsibility is the obligation to perform assigned tasks. While authority
is a right given by position, power is an ability to change things that is independent of position.
For example, a low-level employee with a particular skill has considerable power in an
organization if that skill is valuable to the organization.
Diff: 2

20
61) In a short essay, list and discuss three common forms of departmentalization.
Answer: (any three of the following)
Functional departmentalization
Jobs are grouped by the functions (i.e., marketing, finance, human resources) performed. This
approach can be used in all types of organizations, although the functions change to reflect the
organization's objectives and work activities.
Product departmentalization
Jobs are grouped by product line. In this approach, each major product area is placed under the
authority of a manager who is a specialist in, and is responsible for, everything having to do with
that product line. Examples might include men's shoes, women's shoes, men's clothing, women's
clothing, and so on.
Geographical departmentalization
Jobs are grouped on the basis of a territory or geography that is served. Territory might reflect
the location of employees, customers, plants, and so on.
Process departmentalization
This method groups jobs on the basis of product or customer flow. In this approach, work
activities follow a natural processing flow of product or even customers. An example of process
departmentalization is a motor vehicles office that is organized around a process that customers
use to obtain permits, licenses, and other services.
Customer departmentalization
Jobs are grouped on the basis of common customers who have common needs or problems that
can best be met by having specialists for each. An example of customer departmentalization
includes separate retail, wholesale, and government customers at a large firm.
Diff: 2
62) A(n) ________ organization has a high degree of specialization, formalization, and
centralization.
A) organic
B) horizontal
C) learning
D) mechanistic
Answer: D
Explanation: By definition, a mechanistic organization is hierarchical and highly specialized
with rigid, formal rules and decision making controlled at the top of the corporate pyramid. Both
organic and learning organizations are very nearly opposite to a mechanistic structure, featuring
highly empowered employees, few rules, and flexible, decentralized decision making.
"Horizontal" is incorrect because it does not describe a recognized organizational model.
Diff: 1
LO: 6.2: Identify the contingency factors that favor either the mechanistic model or the organic
model of organizational design.

21
63) Which of the following would likely be found in mechanistic organizations?
A) wide span of control
B) empowered employees
C) decentralized responsibility
D) standardized jobs
Answer: D
Explanation: A mechanistic organization would feature a narrow span of control, employees
who were not highly empowered, and centralized responsibility, making the choices indicating
the opposite incorrect. A mechanistic organization would feature precisely defined, highly
standardized jobs, which makes "standardized jobs" the correct response.
Diff: 2
64) A(n) ________ organization is able to change rapidly as needs require.
A) organic
B) hierarchical
C) vertical
D) mechanistic
Answer: A
Explanation: The hallmark of an organic organization is its ability to be flexible and change in
response to a dynamic business environment. Hierarchical, vertical, and mechanistic
organizations are entities that do not adapt well to new situations, so these choices are incorrect.
Diff: 1
65) Which term best describes an organic organization?
A) hierarchical
B) pyramid-shaped
C) flexible
D) fixed
Answer: C
Explanation: Flexibility is the key to an organic organization, making that choice correct. The
terms hierarchical, pyramid-shaped, and fixed all correlate with a mechanistic organization, so
each of these choices is incorrect.
Diff: 2

22
66) Which word best characterizes a mechanistic organization?
A) bureaucracy
B) collaborative
C) adaptable
D) informal
Answer: A
Explanation: A mechanistic organization is not collaborative, adaptable, or informal. Those
terms describe more organic models, such as a team or matrix structure. A mechanistic
organization is often called a bureaucracy.
Diff: 2
67) Strategy, size, technology, and the degree of uncertainty in the environment together make
up what are called ________.
A) contingency variables
B) control factors
C) structure variables
D) probable factors
Answer: A
Explanation: The inputs that determine an organization's structure are called contingency
variables–strategy, size, technology, and degree of uncertainty. Each of these variables can
change how a company is organized and structured. For example, as the size of an organization
changes, its structure also gets modified to accommodate its new stature. Since "contingency
variables" is the only choice that correctly identifies these variables, it is the right response.
Diff: 1
68) Together, contingency variables determine the ________.
A) success of an organization
B) culture of an organization
C) structure of an organization
D) size of an organization
Answer: C
Explanation: Contingency variables are the inputs that determine an organization's structure. For
example, in a highly uncertain business environment, the structure of an organization typically
changes to become more nimble and adaptable so it can change quickly. Since degree of
uncertainty is a contingency variable, this makes "structure of an organization" the correct
response and renders the other terms incorrect.
Diff: 2

23
69) A company that is trying to be a leader in innovation within its industry would be most likely
to have this kind of structure.
A) mechanistic
B) organic
C) simple
D) functional
Answer: B
Explanation: An organic model has been found to work best for innovation and creativity within
an organization, making "organic" the correct response. The other three choices identify
nonorganic approaches that work better for cost-cutting and efficiency than they do for
innovation.
Diff: 2
70) Larger organizations tend to have ________ than smaller organizations.
A) more specialization
B) less departmentalization
C) less centralization
D) fewer rules and regulations
Answer: A
Explanation: It is inevitable that as an organization grows to a large size, a high degree of
specialization results. With so many employees to keep track of, it is only natural that groups
form that consist of individuals who share tasks or priorities. The other three choices are
incorrect because in larger organizations you would expect more, not less, departmentalization
and centralization and more, not fewer, rules to follow.
Diff: 2
71) As an organization grows to a size of over 2,000 employees, it finds it hard to avoid
becoming more ________.
A) mechanistic
B) organic
C) informal
D) adaptable
Answer: A
Explanation: Like an army, the realities of organizing large groups of people require a fairly
rigid, rule-bound structure. This causes large organizations to become more mechanistic as they
increase in size. If anything, as organizations grow they become less organic, informal, and
adaptable, making all of these choices incorrect.
Diff: 2

24
72) Joan Woodward conducted pioneering studies on how this affected the structure of
companies.
A) ethics
B) technology
C) values
D) corporate culture
Answer: B
Explanation: Woodward studied factories that used different technologies to produce goods,
discovering trends in the way technology affected organizational structure. Woodward did not
observe firms with respect to ethical, value-based, or cultural concerns, making all of these
choices incorrect for this question.
Diff: 1
AACSB: Information technology
73) Recent studies on Woodward's initial research found that if the technology was nonroutine,
this structure worked best.
A) mechanistic
B) traditional
C) inorganic
D) organic
Answer: D
Explanation: Woodward's findings showed that no matter how vertical differentiation differed,
low horizontal differentiation correlated with an organic model. A mechanistic or traditional
structure correlated with high horizontal differentiation, eliminating those two choices.
"Inorganic" is ruled out because inorganic is not a recognized model.
Diff: 2
74) Woodward concluded that the least complex of the technologies was ________.
A) unit production
B) mass production
C) process production
D) quality production
Answer: A
Explanation: Woodward found that unit production was the least complex while mass and
process production required more sophistication. Quality production is not a correct term.
Diff: 2

25
75) In Woodward's study, this type of production was the most complex and the most
sophisticated.
A) unit production
B) mass production
C) process production
D) technological production
Answer: C
Explanation: Woodward found that process production was very hierarchical, that is, vertically
differentiated into levels of organizational authority, but low in horizontal differentiation,
meaning there was little specialization. The other technologies did not match this profile, so the
other three choices are incorrect.
Diff: 2
76) The greater the environmental uncertainty, the more an organization needs to become
________.
A) organic
B) mechanistic
C) stable
D) high-tech
Answer: A
Explanation: Increased uncertainty in a business environment requires an organization to be
more flexible and adaptable–in other words, more organic. High uncertainty would militate
against being more mechanistic, and it would have little influence on the stability of an
organization or the degree to which it was "high-tech."
Diff: 2
77) The two prevalent organizational structure models in today's world are the organic
organization and the inorganic organization.
Answer: FALSE
Explanation: The two structures are termed organic and mechanistic.
Diff: 1
78) A mechanistic organization is bureaucratic and hierarchical.
Answer: TRUE
Explanation: Mechanistic organizations are formal, hierarchical, impersonal, specialized, and
heavily dependent on rules and protocols.
Diff: 2

26
79) An organic organization tends to be flexible and have few formal rules.
Answer: TRUE
Explanation: An organic organization tries to be nimble in a dynamic business climate, paring
down bureaucratic complexity and focusing on innovation, flexibility, and creativity.
Diff: 2
80) Innovators need the efficiency, stability, and tight controls of a mechanistic structure rather
than an organic structure.
Answer: FALSE
Explanation: Innovators usually do better in a flexible organic structure where they are given
leeway to think creatively.
Diff: 2
81) As organizations become larger, they tend to become more organic.
Answer: FALSE
Explanation: The greater the size of the organization, the more mechanistic it tends to be.
However, the relationship is not at all linear but rather seems to jump at certain levels in numbers
of employees. An organization with fewer than 100 employees, for example, may be very
organic, while adding just a few more employees could cause the organization to suddenly take
on more mechanistic characteristics.
Diff: 3
82) Joan Woodward attempted to view organizational structure from a technological perspective.
Answer: TRUE
Explanation: Woodward looked at how production methods affected organization structure.
Diff: 2
83) Woodward and more recent studies have concluded that mass production worked best with
an organic organizational structure.
Answer: FALSE
Explanation: Woodward found that a mechanistic structure, rather than an organic structure,
worked best with mass production technology.
Diff: 2

27
84) The stability of a mechanistic structure seems to work best in today's dynamic and uncertain
business environment.
Answer: FALSE
Explanation: Most managers feel that today's dynamic environment calls for a more organic
approach, not a more mechanistic approach.
Diff: 2
85) Traditional organizational designs tend to be more mechanistic and include ________.
A) simple, complex, and divisional structures
B) simple, functional, and dysfunctional structures
C) functional, divisional, and vertical structures
D) simple, functional, and divisional structures
Answer: D
Explanation: The original organizational theorists divided organizations into three categories:
simple, functional, and divisional. Several other categories and subcategories have subsequently
been added, but these traditional characterizations still stand up well today. For example, the
newly identified matrix model is a modification of the original functional design, with teams
forming from individuals within a functional system.
Diff: 1
LO: 6.3: Compare and contrast traditional and contemporary organizational designs.
86) A simple structure is ________ like a mechanistic organization, but ________ like an
organic organization.
A) centralized; informal
B) informal; decentralized
C) decentralized; formal
D) centralized; formal
Answer: A
Explanation: A simple structure is largely a one-person show, with a single person being the
originator and driving force behind the organization he or she formed. A single person makes
virtually all important decisions in a simple structure, making the system highly centralized.
However, since the simple structure is largely used in very small companies, it is also typically
very informal. The combination of being centralized and informal matches the choice with the
same description.
Diff: 3

28
87) What is a strength of a simple structure?
A) Employees are grouped with others who have similar tasks.
B) Power and authority are widely distributed.
C) Accountability is clear.
D) There are cost-saving advantages from specialization.
Answer: C
Explanation: Simple structures have a number of strengths, but they do not include
specialization, departmentalization, or decentralization. A simple structure is typically too small
for any of those attributes to emerge. What almost all simple structures do feature is a strong
sense of accountability. With a single person largely making all important decisions, simple
structures do not suffer from murkiness when it comes to determining who was responsible for
an action or decision. This makes the choice on accountability the correct response.
Diff: 2
88) What is a weakness of a simple structure?
A) Duplication of activities and resources increases costs and reduces efficiency.
B) Functional specialists become insulated and have little understanding of what other units are
doing.
C) Pursuit of functional goals can cause managers to lose sight of what is best for the overall
organization.
D) Reliance on a single person is risky.
Answer: D
Explanation: Simple structures are usually too small to suffer from duplication, too much
specialization, or losing sight of larger goals, so none of these choices is correct. The weakness
that simple structures do suffer from is putting "too many eggs in a single basket"–relying on a
single person to make all key decisions and perform all important functions. This makes
"reliance on a single person is risky" the correct response.
Diff: 2
89) This is a key characteristic in an organization with a functional structure.
A) adaptability
B) departmentalization
C) flexibility
D) little specialization
Answer: B
Explanation: The hallmark of a functional structure is departmentalization. An organization that
has functional structure is essentially a sum of individual parts, each one being a separate
department. Adaptability and flexibility are traits one would be likely to see in an organic
organization of some type, so those choices are incorrect. Similarly, one would expect to see a
great deal of specialization in a functional structure, making "little specialization" incorrect.
Diff: 2

29
90) This is a weakness of a functional structure.
A) favoring functional goals over organizational goals
B) favoring organizational goals over functional goals
C) failing to attain functional goals
D) overemphasizing organizational goals
Answer: A
Explanation: The risk that any functional structure with strong departments runs is that
departmental goals will begin to eclipse overall organizational goals. A department will become
so focused on its task that it might take actions that are less than beneficial or even harmful to the
organization itself. Given this tendency, it is easy to see that the choices regarding favoring and
overemphasizing organizational goals are not correct, as organizational goals are not likely to be
favored. The risk of not meeting functional goals is always possible, but certainly would not be
considered a weakness of the functional structure.
Diff: 3
91) Avoiding redundancy is a strength of which structure?
A) simple
B) divisional
C) functional
D) corporate
Answer: C
Explanation: In a functional structure, workers are grouped together according to specialty,
meaning that the chance of duplicating resources and equipment gets minimized. For example, if
an art department needs a super-expensive printer, it is likely that the organization will purchase
only one printer rather than have artists scattered in other segments of the organization requiring
their own printers. These facts all indicate that "functional" is the correct response.
Diff: 2
92) In a ________ structure each business unit has complete autonomy to reach its goals.
A) simple
B) functional
C) divisional
D) matrix
Answer: C
Explanation: A divisional structure combines a number of separate business units under the
umbrella of the main organization. These units are almost completely autonomous but benefit
from the resources and brand of the combined organization. The divisional structure allows more
autonomy for its subunits than any other structure, making divisional the correct response.
Diff: 2

30
93) A media company that has separate, autonomous companies for movies, TV, Internet, and
print journalism is most likely a ________ structure.
A) divisional
B) functional
C) simple
D) matrix
Answer: A
Explanation: An organization that features autonomous branches that function like independent
companies is likely to be a divisional structure. This media company fits the description of a
divisional structure, making that the correct response and ruling out a functional, simple, or
matrix structure.
Diff: 3
94) Having separate payroll departments in each division of a divisional structure is an example
of which of the following?
A) efficiency, because payroll departments compete
B) duplication, because a single payroll department could do the job
C) effectiveness, because separate payroll departments create jobs
D) efficiency, because separate payroll departments can share methods of operation
Answer: B
Explanation: Separate departments that perform the same task is an example of redundancy, not
efficiency or effectiveness. The organization is wasting resources by having different units
perform tasks that could be done by a single unit. This makes the choice regarding duplication
the correct response.
Diff: 3
95) As the number of employees in an organization grows, structure tends to become more
________.
A) bureaucratic
B) informal
C) decentralized
D) relaxed
Answer: A
Explanation: Size increases complexity, so an organization inevitably becomes more
bureaucratic and centralized as it increases in size–simply to manage the increase in complexity
it faces. This makes "bureaucratic" the correct response. The other three choices identify traits
that a larger organization tends to move away from as it grows: informality and less top-down in
decision making.
Diff: 1

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What Became of the Slaves on a Georgia
Plantation?

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Title: What Became of the Slaves on a Georgia Plantation?
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*** START OF THE PROJECT GUTENBERG EBOOK WHAT BECAME
OF THE SLAVES ON A GEORGIA PLANTATION? ***

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corrected.

WHAT BECAME OF THE
SLAVES
ON A
GEORGIA PLANTATION?
GREAT
AUCTION SALE OF SLAVES,
AT
SAVANNAH, GEORGIA,

MARCH 2d & 3d, 1859.
A SEQUEL TO MRS. KEMBLE'S JOURNAL.
1863.

SALE OF SLAVES.
The largest sale of human chattels that has been made in Star-
Spangled America for several years, took place on Wednesday and
Thursday of last week, at the Race-course near the City of
Savannah, Georgia. The lot consisted of four hundred and thirty-six
men, women, children and infants, being that half of the negro stock
remaining on the old Major Butler plantations which fell to one of the
two heirs to that estate. Major Butler, dying, left a property valued at
more than a million of dollars, the major part of which was invested
in rice and cotton plantations, and the slaves thereon, all of which
immense fortune descended to two heirs, his sons, Mr. John A.
Butler, sometime deceased, and Mr. Pierce M. Butler, still living, and
resident in the City of Philadelphia, in the free State of Pennsylvania.
Losses in the great crash of 1857-8, and other exigencies of
business, have compelled the latter gentleman to realize on his
Southern investments, that he may satisfy his pressing creditors.
This necessity led to a partition of the negro stock on the Georgia
plantations, between himself and the representative of the other
heir, the widow of the late John A. Butler, and the negroes that were
brought to the hammer last week were the property of Mr. Pierce M.
Butler, of Philadelphia, and were in fact sold to pay Mr. Pierce M.
Butler's debts. The creditors were represented by Gen. Cadwalader,
while Mr. Butler was present in person, attended by his business
agent, to attend to his own interests.
The sale had been advertised largely for many weeks, though the
name of Mr. Butler was not mentioned; and as the negroes were
known to be a choice lot and very desirable property, the attendance
of buyers was large. The breaking up of an old family estate is so
uncommon an occurrence that the affair was regarded with unusual

interest throughout the South. For several days before the sale every
hotel in Savannah was crowded with negro speculators from North
and South Carolina, Virginia, Georgia, Alabama, and Louisiana, who
had been attracted hither by the prospects of making good bargains.
Nothing was heard for days, in the barrooms and public rooms, but
talk of the great sale; criticisms of the business affairs of Mr. Butler,
and speculations as to the probable prices the stock would bring.
The office of Joseph Bryan, the Negro Broker, who had the
management of the sale, was thronged every day by eager inquirers
in search of information, and by some who were anxious to buy, but
were uncertain as to whether their securities would prove
acceptable. Little parties were made up from the various hotels
every day to visit the Race-course, distant some three miles from the
city, to look over the chattels, discuss their points, and make
memoranda for guidance on the day of sale. The buyers were
generally of a rough breed, slangy, profane and bearish, being for
the most part from the back river and swamp plantations, where the
elegancies of polite life are not, perhaps, developed to their fullest
extent. In fact, the humanities are sadly neglected by the petty
tyrants of the rice-fields that border the great Dismal Swamp, their
knowledge of the luxuries of our best society comprehending only
revolvers and kindred delicacies.
Your correspondent was present at an early date; but as he easily
anticipated the touching welcome that would, at such a time, be
officiously extended to a representative of The Tribune, and being a
modest man withal, and not desiring to be the recipient of a public
demonstration from the enthusiastic Southern population, who at
times overdo their hospitality and their guests, he did not placard his
mission and claim his honors. Although he kept his business in the
back-ground, he made himself a prominent figure in the picture,
and, wherever there was anything going on, there was he in the
midst. At the sale might have been seen a busy individual, armed
with pencil and catalogue, doing his little utmost to keep up all the
appearance of a knowing buyer, pricing "likely nigger fellers," talking
confidentially to the smartest ebon maids, chucking the round-eyed

youngsters under the chin, making an occasional bid for a large
family, (a low bid—so low that somebody always instantly raised him
twenty-five dollars, when the busy man would ignominiously
retreat,) and otherwise conducting himself like a rich planter, with
forty thousand dollars where he could put his finger on it. This
gentleman was much condoled with by some sympathizing persons,
when the particularly fine lot on which he had fixed his eye was sold
and lost to him forever, because he happened to be down stairs at
lunch just at the interesting moment.
WHERE THE NEGROES CAME FROM.
The negroes came from two plantations, the one a rice plantation
near Darien, in the State of Georgia, not far from the great
Okefenokee Swamp, and the other a cotton plantation on the
extreme northern point of St. Simon's Island, a little bit of an island
in the Atlantic, cut off from Georgia mainland by a slender arm of
the sea. Though the most of the stock had been accustomed only to
rice and cotton planting, there were among them a number of very
passable mechanics, who had been taught to do all the rougher
sorts of mechanical work on the plantations. There were coopers,
carpenters, shoemakers and blacksmiths, each one equal, in his
various craft, to the ordinary requirements of a plantation; thus, the
coopers could make rice-tierces, and possibly, on a pinch, rude tubs
and buckets; the carpenter could do the rough carpentry about the
negro-quarters; the shoemaker could make shoes of the fashion
required for the slaves, and the blacksmith was adequate to the
manufacture of hoes and similar simple tools, and to such trifling
repairs in the blacksmithing way as did not require too refined a skill.
Though probably no one of all these would be called a superior, or
even an average workman, among the masters of the craft, their
knowledge of these various trades sold in some cases for nearly as
much as the man—that is, a man without a trade, who would be
valued at $900, would readily bring $1,600 or $1,700 if he was a
passable blacksmith or cooper.

There were no light mulattoes in the whole lot of the Butler stock,
and but very few that were even a shade removed from the original
Congo blackness. They have been little defiled by the admixture of
degenerate Anglo-Saxon blood, and, for the most part, could boast
that they were of as pure a breed as the best blood of Spain—a
point in their favor in the eyes of the buyer as well as physiologically,
for too liberal an infusion of the blood of the dominant race brings a
larger intelligence, a more vigorous brain, which, anon, grows
restless under the yoke, and is prone to inquire into the definition of
the word Liberty, and the meaning of the starry flag which waves, as
you may have heard, o'er the land of the free. The pure-blooded
negroes are much more docile and manageable than mulattoes,
though less quick of comprehension, which makes them preferred by
drivers, who can stimulate stupidity much easier than they can
control intelligence by the lash.
None of the Butler slaves have ever been sold before, but have been
on these two plantations since they were born. Here have they lived
their humble lives, and loved their simple loves; here were they
born, and here have many of them had children born unto them;
here had their parents lived before them, and are now resting in
quiet graves on the old plantations that these unhappy ones are to
see no more forever; here they left not only the well-known scenes
dear to them from very baby-hood by a thousand fond memories,
and homes as much loved by them, perhaps, as brighter homes by
men of brighter faces; but all the clinging ties that bound them to
living hearts were torn asunder, for but one-half of each of these two
happy little communities was sent to the shambles, to be scattered
to the four winds, and the other half was left behind. And who can
tell how closely intertwined are the affections of a little band of four
hundred persons, living isolated from all the world beside, from birth
to middle age? Do they not naturally become one great family, each
man a brother unto each?
It is true they were sold "in families;" but let us see: a man and his
wife were called a "family," their parents and kindred were not taken

into account; the man and wife might be sold to the pine woods of
North Carolina, their brothers and sisters be scattered through the
cotton fields of Alabama and the rice swamps of Louisiana, while the
parents might be left on the old plantation to wear out their weary
lives in heavy grief, and lay their heads in far-off graves, over which
their children might never weep. And no account could be taken of
loves that were as yet unconsummated by marriage; and how many
aching hearts have been divorced by this summary proceeding no
man can ever know. And the separation is as utter, and is infinitely
more hopeless, than that made by the Angel of Death, for then the
loved ones are committed to the care of a merciful Deity; but in the
other instance, to the tender mercies of a slave-driver. These dark-
skinned unfortunates are perfectly unlettered, and could not
communicate by writing even if they should know where to send
their missives. And so to each other, and to the old familiar places of
their youth, clung all their sympathies and affections, not less
strong, perhaps, because they are so few. The blades of grass on all
the Butler estates are outnumbered by the tears that are poured out
in agony at the wreck that has been wrought in happy homes, and
the crushing grief that has been laid on loving hearts.
But, then, what business have "niggers" with tears? Besides, didn't
Pierce Butler give them a silver dollar a-piece? which will appear in
the sequel. And, sad as it is, it was all necessary, because a
gentleman was not able to live on the beggarly pittance of half a
million, and so must needs enter into speculations which turned out
adversely.
HOW THEY WERE TREATED IN SAVANNAH.
The negroes were brought to Savannah in small lots, as many at a
time as could be conveniently taken care of, the last of them
reaching the city the Friday before the sale. They were consigned to
the care of Mr. J. Bryan, Auctioneer and Negro Broker, who was to
feed and keep them in condition until disposed of. Immediately on

their arrival they were taken to the Race-course, and there
quartered in the sheds erected for the accommodation of the horses
and carriages of gentlemen attending the races. Into these sheds
they were huddled pell-mell, without any more attention to their
comfort than was necessary to prevent their becoming ill and
unsaleable. Each "family" had one or more boxes or bundles, in
which were stowed such scanty articles of their clothing as were not
brought into immediate requisition, and their tin dishes and gourds
for their food and drink.
It is, perhaps, a fit tribute to large-handed munificence to say that,
when the negro man was sold, there was no extra charge for the
negro man's clothes; they went with the man, and were not charged
in the bill. Nor is this altogether a contemptible idea, for many of
them had worldly wealth, in the shape of clothing and other
valuables, to the extent of perhaps four or five dollars; and had all
these been taken strictly into the account, the sum total of the sale
would have been increased, possibly, a thousand dollars. In the
North, we do not necessarily sell the harness with the horse; why, in
the South, should the clothes go with the negro?
In these sheds were the chattels huddled together on the floor, there
being no sign of bench or table. They eat and slept on the bare
boards, their food being rice and beans, with occasionally a bit of
bacon and corn bread. Their huge bundles were scattered over the
floor, and thereon the slaves sat or reclined, when not restlessly
moving about, or gathered into sorrowful groups, discussing the
chances of their future fate. On the faces of all was an expression of
heavy grief; some appeared to be resigned to the hard stroke of
Fortune that had torn them from their homes, and were sadly trying
to make the best of it; some sat brooding moodily over their
sorrows, their chins resting on their hands, their eyes staring
vacantly, and their bodies rocking to and fro, with a restless motion
that was never stilled; few wept, the place was too public and the
drivers too near, though some occasionally turned aside to give way
to a few quiet tears. They were dressed in every possible variety of

uncouth and fantastic garb, in every style and of every imaginable
color; the texture of the garments was in all cases coarse, most of
the men being clothed in the rough cloth that is made expressly for
the slaves. The dresses assumed by the negro minstrels, when they
give imitations of plantation character, are by no means
exaggerated; they are, instead, weak and unable to come up to the
original. There was every variety of hats, with every imaginable
slouch; and there was every cut and style of coat and pantaloons,
made with every conceivable ingenuity of misfit, and tossed on with
a general appearance of perfect looseness that is perfectly
indescribable, except to say that a Southern negro always looks as if
he could shake his clothes off without taking his hands out of his
pockets. The women, true to the feminine instinct, had made, in
almost every case, some attempt at finery. All wore gorgeous
turbans, generally manufactured in an instant out of a gay-colored
handkerchief by a sudden and graceful twist of the fingers; though
there was occasionally a more elaborate turban, a turban complex
and mysterious, got up with care, and ornamented with a few beads
or bright bits of ribbon. Their dresses were mostly coarse stuff,
though there were some gaudy calicoes; a few had ear-rings, and
one possessed the treasure of a string of yellow and blue beads. The
little children were always better and more carefully dressed than
the older ones, the parental pride coming out in the shape of a
yellow cap pointed like a mitre, or a jacket with a strip of red
broadcloth round the bottom. The children were of all sizes, the
youngest being fifteen days old. The babies were generally good-
natured; though when one would set up a yell, the complaint soon
attacked the others, and a full chorus would be the result.
The slaves remained at the Race-course, some of them for more
than a week, and all of them for four days before the sale. They
were brought in thus early that buyers who desired to inspect them
might enjoy that privilege, although none of them were sold at
private sale. For these preliminary days their shed was constantly
visited by speculators. The negroes were examined with as little
consideration as if they had been brutes indeed; the buyers pulling

their mouths open to see their teeth, pinching their limbs to find
how muscular they were, walking them up and down to detect any
signs of lameness, making them stoop and bend in different ways
that they might be certain there was no concealed rupture or
wound; and in addition to all this treatment, asking them scores of
questions relative to their qualifications and accomplishments. All
these humiliations were submitted to without a murmur, and in some
instances with good-natured cheerfulness—where the slave liked the
appearance of the proposed buyer, and fancied that he might prove
a kind "Mas'r."
The following curiously sad scene is the type of a score of others
that were there enacted:
"Elisha," chattel No. 5 in the catalogue, had taken a fancy to a
benevolent-looking middle-aged gentleman, who was inspecting the
stock, and thus used his powers of persuasion to induce the
benevolent man to purchase him, with his wife, boy and girl, Molly,
Israel and Sevanda, chattels Nos. 6, 7 and 8. The earnestness with
which the poor fellow pressed his suit, knowing, as he did, that
perhaps the happiness of his whole life depended on his success,
was touching, and the arguments he used most pathetic. He made
no appeal to the feelings of the buyer; he rested no hope on his
charity and kindness, but only strove to show how well worth his
dollars were the bone and blood he was entreating him to buy.
"Look at me, Mas'r; am prime rice planter; sho' you won't find a
better man den me; no better on de whole plantation; not a bit old
yet; do mo' work den ever; do carpenter work, too, little; better buy
me, Mas'r; I'se be good sarvant, Mas'r. Molly, too, my wife, Sa,
fus'rate rice hand; mos as good as me. Stan' out yer, Molly, and let
the gen'lm'n see."
Molly advances, with her hands crossed on her bosom, and makes a
quick short curtsy, and stands mute, looking appealingly in the
benevolent man's face. But Elisha talks all the faster.

"Show mas'r yer arm, Molly—good arm dat, Mas'r—she do a heap of
work mo' with dat arm yet. Let good Mas'r see yer teeth, Molly—see
dat Mas'r, teeth all reg'lar, all good—she'm young gal yet. Come out
yer, Israel, walk aroun' an' let the gen'lm'n see how spry you be"—
Then, pointing to the three-year-old girl who stood with her chubby
hand to her mouth, holding on to her mother's dress, and uncertain
what to make of the strange scene.
"Little Vardy's only a chile yet; make prime gal by-and-by. Better buy
us, Mas'r, we'm fus' rate bargain"—and so on. But the benevolent
gentleman found where he could drive a closer bargain, and so
bought somebody else.
Similar scenes were transacting all the while on every side—parents
praising the strength and cleverness of their children, and showing
off every muscle and sinew to the very best advantage, not with the
excusable pride of other parents, but to make them the more
desirable in the eyes of the man-buyer; and, on the other hand,
children excusing and mitigating the age and inability of parents,
that they might be more marketable and fall, if possible, into kind
hands. Not unfrequently these representations, if borne out by the
facts, secured a purchaser. The women never spoke to the white
men unless spoken to, and then made the conference as short as
possible. And not one of them all, during the whole time they were
thus exposed to the rude questions of vulgar men, spoke the first
unwomanly or indelicate word, or conducted herself in any regard
otherwise than as a modest woman should do; their conversation
and demeanor were quite as unexceptionable as they would have
been had they been the highest ladies in the land, and through all
the insults to which they were subjected they conducted themselves
with the most perfect decorum and self-respect.
The sentiment of the subjoined characteristic dialogue was heard
more than once repeated:

"Well, Colonel, I seen you looking sharp at Shoemaker Bill's Sally.
Going to buy her?
"Well, Major, I think not. Sally's a good, big, strapping gal, and can
do a heap o' work; but it's five years since she had any children.
She's done breeding, I reckon."
In the intervals of more active labor, the discussion of the reopening
of the slave trade was commenced, and the opinion seemed to
generally prevail that its reëstablishment is a consummation devoutly
to be wished, and one red-faced Major or General or Corporal
clenched his remarks with the emphatic assertion that "We'll have all
the niggers in Africa over here in three years—we won't leave
enough for seed."
THE SALE.
The Race-course at Savannah is situated about three miles from the
city, in a pleasant spot, nearly surrounded by woods. As it rained
violently during the two days of the sale, the place was only
accessible by carriages, and the result was, that few attended but
actual buyers, who had come from long distances, and could not
afford to lose the opportunity. If the affair had come off in Yankee
land, there would have been a dozen omnibuses running constantly
between the city and the Race-course, and some speculator would
have bagged a nice little sum of money by the operation. But
nothing of the kind was thought of here, and the only gainers were
the livery stables, the owners of which had sufficient Yankeeism to
charge double and treble prices.
The conveniences for getting to the ground were so limited that
there were not enough buyers to warrant the opening of the sale for
an hour or two after the advertised time. They dropped in, however,
a few at a time, and things began to look more encouragingly for the
seller.

The negroes looked more uncomfortable than ever; the close
confinement in-doors for a number of days, and the drizzly,
unpleasant weather, began to tell on their condition. They moved
about more listlessly, and were fast losing the activity and
springiness they had at first shown. This morning they were all
gathered into the long room of the building erected as the "Grand
Stand" of the Race-course, that they might be immediately under
the eye of the buyers. The room was about a hundred feet long by
twenty wide, and herein were crowded the poor creatures, with
much of their baggage, awaiting their respective calls to step upon
the block and be sold to the highest bidder. This morning Mr. Pierce
Butler appeared among his people, speaking to each one, and being
recognized with seeming pleasure by all. The men obsequiously
pulled off their hats and made that indescribable sliding hitch with
the foot which passes with a negro for a bow; and the women each
dropped the quick curtsy, which they seldom vouchsafe to any other
than their legitimate master and mistress. Occasionally, to a very old
or favorite servant, Mr. Butler would extend his gloved hand, which
mark of condescension was instantly hailed with grins of delight
from all the sable witnesses.
The room in which the sale actually took place immediately adjoined
the room of the negroes, and communicated with it by two large
doors. The sale room was open to the air on one side, commanding
a view of the entire Course. A small platform was raised about two
feet and a-half high, on which were placed the desks of the entry
clerks, leaving room in front of them for the auctioneer and the
goods.
At about 11 o'clock the business men took their places, and
announced that the sale would begin. Mr. Bryan, the Negro Broker, is
a dapper little man, wearing spectacles and a yachting hat, sharp
and sudden in his movements, and perhaps the least bit in the world
obtrusively officious—as earnest in his language as he could be
without actual swearing, though acting much as if he would like to
swear a little at the critical moment; Mr. Bryan did not sell the

goods, he merely superintended the operation, and saw that the
entry clerks did their duty properly. The auctioneer proper was a Mr.
Walsh, who deserves a word of description. In personal appearance
he is the very opposite of Mr. Bryan, being careless in his dress
instead of scrupulous, a large man instead of a little one, a fat man
instead of a lean one, and a good-natured man instead of a fierce
one. He is a rollicking old boy, with an eye ever on the look-out, and
that never lets a bidding nod escape him; a hearty word for every
bidder who cares for it, and plenty of jokes to let off when the
business gets a little slack. Mr. Walsh has a florid complexion, not
more so, perhaps, than is becoming, and possibly not more so than
is natural in a whiskey country. Not only is his face red, but his skin
has been taken off in spots by blisters of some sort, giving him a
peely look; so that, taking his face all in all, the peeliness and the
redness combined, he looks much as if he had been boiled in the
same pot with a red cabbage.
Mr. Walsh mounted the stand and announced the terms of the sale,
"one-third cash, the remainder payable in two equal annual
instalments, bearing interest from the day of sale, to be secured by
approved mortgage and personal security, or approved acceptances
in Savannah, Ga., or Charleston, S. C. Purchasers to pay for papers."
The buyers, who were present to the number of about two hundred,
clustered around the platform; while the negroes, who were not
likely to be immediately wanted, gathered into sad groups in the
back-ground, to watch the progress of the selling in which they were
so sorrowfully interested. The wind howled outside, and through the
open side of the building the driving rain came pouring in; the bar
down stairs ceased for a short time its brisk trade; the buyers lit
fresh cigars, got ready their catalogues and pencils, and the first lot
of human chattels was led upon the stand, not by a white man, but
by a sleek mulatto, himself a slave, and who seems to regard the
selling of his brethren, in which he so glibly assists, as a capital joke.
It had been announced that the negroes would be sold in "families,"
that is to say, a man would not be parted from his wife, or a mother
from a very young child. There is perhaps as much policy as

humanity in this arrangement, for thereby many aged and
unserviceable people are disposed of, who otherwise would not find
a ready sale.
The first family brought out were announced on the catalogue as
NAME. AGE. REMARKS.
1. George, 27 Prime Cotton Planter.
2. Sue, 26 Prime Rice Planter.
3. George, 6 Boy Child.
4. Harry, 2 Boy Child.
The manner of buying was announced to be bidding a certain price
a-piece for the whole lot. Thus, George and his family were started
at $300, and were finally sold at $600 each, being $2,400 for the
four. To get an idea of the relative value of each one, we must
suppose George worth $1,200, Sue worth $900, Little George worth
$200, and Harry worth $100. Owing, however, to some
misapprehension on the part of the buyer, as to the manner of
bidding, he did not take the family at this figure, and they were put
up and sold again, on the second day, when they brought $620
each, or $2,480 for the whole—an advance of $80 over the first sale.
Robert, and Luna his wife, who were announced as having "goitre,
otherwise very prime," brought the round sum of $1,005 each. But
that your readers may have an idea of the exact manner in which
things are done, I append a couple of pages of the catalogue used
on this occasion, which you can print verbatim:
99—Kate's John, aged 30; rice, prime man.
100—Betsey, 29; rice, unsound.
101—Kate, 6.
102—Violet, 3 months.
Sold for $510 each.
103—Wooster, 45; rice hand, and fair mason.
104—Mary, 40; cotton hand.
Sold for $300 each.

105—Commodore Bob, aged; rice hand.
106—Kate, aged; cotton.
107—Linda, 19; cotton, prime young woman.
108—Joe, 13; rice, prime boy.
Sold for $600 each.
109—Bob, 30; rice.
110—Mary, 25; rice, prime woman.
Sold for $1,135 each.
111—Anson, 49; rice—ruptured, one eye.
112—Violet, 55; rice hand.
Sold for $250 each.
113—Allen Jeffrey, 46; rice hand and sawyer in steam mill.
114—Sikey, 43; rice hand.
115—Watty, 5; infirm legs.
Sold for $520 each.
116—Rina, 18; rice, prime young woman.
117—Lena, 1.
Sold for $645 each.
118—Pompey, 31; rice—lame in one foot.
119—Kitty, 30; rice, prime woman.
120—Pompey, Jr., 10; prime boy.
121—John, 7.
122—Noble, 1; boy.
Sold for $580 each.
341—Goin, 39; rice hand.
342—Cassander, 35; cotton hand—has fits.
343—Emiline, 19; cotton, prime young woman.
344—Judy, 11; cotton, prime girl.
Sold for $400 each.
345—Dorcas, 17; cotton, prime woman.
346—Joe, 3 months.
347—Tom, 22; cotton hand. Sold for $1,260.
348—Judge Will, 55; rice hand. Sold for $325.
349—Lowden, 54; cotton hand.
350—Hagar, 50; cotton hand.

351—Lowden, 15; cotton, prime boy.
352—Silas, 13; cotton, prime boy.
353—Lettia, 11; cotton, prime girl.
Sold for $300 each.
354—Fielding, 21; cotton, prime young man.
355—Abel, 19; cotton, prime young man.
356—Smith's Bill, aged; sore leg.
357—Leah, 46; cotton hand.
358—Sally, 9.
Withdrawn.
359—Adam, 24; rice, prime man.
360—Charlotte, 22; rice, prime woman.
361—Lesh, 1.
Sold for $750 each.
362—Maria, 47; rice hand.
363—Luna, 22; rice, prime woman.
364—Clementina, 17; rice, prime young woman.
Sold for $950 each.
365—Tom, 48; rice hand.
366—Harriet, 41; rice hand
367—Wanney, 19; rice hand, prime young man.
368—Deborah, 6.
369—Infant, 3 months.
Sold for $700 each.
It seems as if every shade of character capable of being implicated
in the sale of human flesh and blood was represented among the
buyers. There was the Georgia fast young man, with his pantaloons
tucked into his boots, his velvet cap jauntily dragged over to one
side, his cheek full of tobacco, which he bites from a huge plug, that
resembles more than anything else an old bit of a rusty wagon tire,
and who is altogether an animal of quite a different breed from your
New York fast man. His ready revolver, or his convenient knife, is
ready for instant use in case of a heated argument. White-neck-
clothed, gold-spectacled, and silver-haired old men were there,

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