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Chapter 6 – Organizational Structure and Design
6-1
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
CHAPTER
6
ORGANIZATIONAL
STRUCTURE AND
DESIGN
LEARNING OUTCOMES
After reading this chapter students should be able to:
1. Describe 6 key elements in organizational design.
2. Identify the contingency factors that favor the mechanistic model or the organic model.
3. Compare and contrast traditional and contemporary organizational designs.
4. Discuss the design challenges faced by today’s organizations.
Opening Vignette – Volunteers Work
SUMMARY
As a business owner, it sounds like a dream come true – employees working for free! In this
introduction, the authors explore this novel concept from a manager’s perspective. Habitat for
Humanity has years of experience building homes with volunteers. The concept of free labor is
now being explored as volunteers who are passionate about a product or service, help answer
customer questions. While this sounds like a win-win (people who are knowledge experts
working for free), it has the potential to create a lot of problems for the organization.
Teaching Tips:
Have students explore the concept of management control and structure for this new type of
arrangement. Questions that might arise include:
How do you make sure people show up for ‘work?’
What if these volunteers make a mistake that puts the company at risk for a lawsuit?
What if they are rude to customers?

6-2
I. WHAT ARE THE SIX KEY ELEMENTS IN ORGANIZATIONAL DESIGN?
A. Introduction
1. Organization design decisions are typically made by senior managers.
2. Organization design applies to any type of organization.
3. Formulated by management writers such as Henri Fayol and Max Weber in the
early 1900s.
4. These principles still provide valuable insights into designing effective and efficient
organizations.
B. What Is Work Specialization?
1. Work specialization is dividing work activities into separate jobs tasks.
a) Individuals specialize in doing part of an activity.
b) Work specialization makes efficient use of the diversity of skills that workers
hold.
2. Some tasks require highly developed skills; others lower skill levels.
3. Excessive work specialization or human diseconomies, can lead to boredom,
fatigue, stress, low productivity, poor quality, increased absenteeism, and high
turnover. (See Exhibit 6-1.)
4. Today's view is that specialization is an important organizing mechanism for
employee efficiency, but it is important to recognize the economies work
specialization can provide as well as its limitations.
C. What Is Departmentalization?
1. Departmentalization is when common work activities are grouped back together
so work gets done in a coordinated and integrated way.
2. There are five common forms of departmentalization (see Exhibit 6-2).
a) Functional Groups - employees based on work performed (e.g., engineering,
accounting, information systems, human resources)
b) Product Groups - employees based on major product areas in the corporation
(e.g., women’s footwear, men’s footwear, and apparel and accessories)
c) Customer Groups - employees based on customers’ problems and needs
(e.g., wholesale, retail, government)
d) Geographic Groups - employees based on location served (e.g., North,
South, Midwest, East)
e) Process Groups - employees based on the basis of work or customer flow
(e.g., testing, payment)
3. With today's focus on the customer, many companies are using cross-functional
teams, which are teams made up of individuals from various departments and that
cross traditional departmental lines.

6-3
D. What are Authority and Responsibility?
1. The chain of command is the continuous line of authority that extends from upper
organizational levels to the lowest and clarifies who reports to whom.
2. An employee who has to report to two or more bosses might have to cope with
conflicting demands or priorities.
3. Authority refers to the rights inherent in a managerial position to give orders and
expect the orders to be obeyed.
4. Each management position has specific inherent rights that incumbents acquire
from the position’s rank or title.
a) Authority is related to one’s position and ignores personal characteristics.
5. When managers delegate authority, they must allocate commensurate
responsibility.
a) When employees are given rights, they assume a corresponding obligation to
perform and should be held accountable for that performance!
b) Allocating authority without responsibility creates opportunities for abuse.
c) No one should be held responsible for something over which he or she has no
authority.
6. What are the different types of authority relationships?
a) The early management writers distinguished between two forms of authority.
(1) Line authority entitles a manager to direct the work of an employee.
(a) It is the employer-employee authority relationship that extends from
top to bottom.
(b) See Exhibit 6-3.
(c) A line manager has the right to direct the work of employees and
make certain decisions without consulting anyone.
(d) Sometimes the term “line” is used to differentiate line managers from
staff managers.
(e) Line emphasizes managers whose organizational function contributes
directly to the achievement of organizational objectives (e.g.,
production and sales).
(2) Staff managers have staff authority (e.g., human resources and payroll).
(a) A manager’s function is classified as line or staff based on the
organization’s objectives.
(b) As organizations get larger and more complex, line managers find that
they do not have the time, expertise, or resources to get their jobs
done effectively.
(c) They create staff authority functions to support, assist, advise, and
generally reduce some of their informational burdens.
(d) Exhibit 6-4 illustrates line and staff authority.

6-4
E. What is Unity of Command?
1. The chain of command is the continuous line of authority that extends from upper
organizational levels to the lowest and clarifies who reports to whom.
2. An employee who has to report to two or more bosses might have to cope with
conflicting demands or priorities.
3. Therefore, the early management writers argued that an employee should have
only one superior (Unity of command)
4. If the chain of command had to be violated, early management writers always
explicitly designated that there be a clear separation of activities and a supervisor
responsible for each.
5. The unity of command concept was logical when organizations were
comparatively simple.
6. There are instances today when strict adherence to the unity of command creates
a degree of inflexibility that hinders an organization’s performance.
7. How does the contemporary view of authority and responsibility differ from the
historical view?
a) The early management writers assumed that the rights inherent in one’s
formal position in an organization were the sole source of influence.
b) This might have been true 30 or 60 years ago.
c) It is now recognized that you do not have to be a manager to have power, and
that power is not perfectly correlated with one’s level in the organization.
d) Authority is but one element in the larger concept of power.
8. How do authority and power differ?
a) Authority and power are frequently confused.
b) Authority is a right, the legitimacy of which is based on the authority figure’s
position in the organization.
(1) Authority goes with the job.
c) Power refers to an individual’s capacity to influence decisions.
(1) Authority is part of the larger concept of power.
(2) Exhibit 6-5 visually depicts the difference.
d) Power is a three-dimensional concept.
(1) It includes not only the functional and hierarchical dimensions but also
centrality.
(2) While authority is defined by one’s vertical position in the hierarchy, power is
made up of both one’s vertical position and one’s distance from the
organization’s power core, or center.
e) Think of the cone in Exhibit 6-5 as an organization.
(1) The closer you are to the power core, the more influence you have on
decisions.
(2) The existence of a power core is the only difference between A and B in
Exhibit 6-5.

6-5
f) The cone analogy explicitly acknowledges two facts:
(1) The higher one moves in an organization (an increase in authority), the closer
one moves to the power core.
(2) It is not necessary to have authority in order to wield power because one can
move horizontally inward toward the power core without moving up.
(a) Example, administrative assistants, “powerful” as gatekeepers with
little authority.
(3) Low-ranking employees with contacts in high places might be close to the
power core.
(4) So, too, are employees with scarce and important skills.
(a) The lowly production engineer with twenty years of experience might
be the only one in the firm who knows the inner workings of all the old
production machinery.
g) Power can come from different areas.
(1) John French and Bertram Raven have identified five sources, or bases, of
power.
(a) See Exhibit 6-6.
(b) Coercive power -based on fear; Reward power - based on the ability
to distribute something that others value; Legitimate power - based on
one’s position in the formal hierarchy; Expert power - based on one’s
expertise, special skill, or knowledge; Referent power -based on
identification with a person who has desirable resources.
F. What is Span of Control?
1. How many employees can a manager efficiently and effectively direct?
2. This question received a great deal of attention from early management writers.
3. There was no consensus on a specific number but early writers favored small
spans of less than six to maintain close control.
4. Level in the organization is a contingency variable.
a) Top managers need a smaller span than do middle managers, and middle
managers require a smaller span than do supervisors.
5. There is some change in theories about effective spans of control.
6. Many organizations are increasing their spans of control.
7. The span of control is increasingly being determined by contingency variables.
a) The more training and experience employees have, the less direct supervision
needed.
8. Other contingency variables should also be considered; similarity of employee
tasks, the task complexity, the physical proximity of employees, the degree of
standardization, the sophistication of the organization’s management information
system, the strength of the organization’s value system, the preferred managing
style of the manager, etc.

6-6
Right or Wrong
You hear it in the news every week, a hacker (or hackers) has gained access to personal data
of thousands of customers or employees. In the dilemma described here, a security hole in an
AT&T website allowed Goatse Security, a group of computer security experts, to retrieve the
email addresses for thousands of new iPad users. The head of Goatse Security pointed out
they were doing AT&T a favor by identifying the problem. On the other hand, the information
released by Goatse could have helped hackers break into AT&T’s website.
Questions for students to consider:
• Is there such a thing as “ethical hacking?”
• What ethical issues they see in the case?
• What are the implications for various stakeholders in this situation?
G. How Do Centralization and Decentralization Differ?
1. Centralization is a function of how much decision-making authority is pushed
down to lower levels in the organization.
2. Centralization-decentralization is a degree phenomenon.
3. By that, we mean that no organization is completely centralized or completely
decentralized.
4. Early management writers felt that centralization in an organization depended on
the situation.
a) Their objective was the optimum and efficient use of employees.
b) Traditional organizations were structured in a pyramid, with power and
authority concentrated near the top of the organization.
c) Given this structure, historically, centralized decisions were the most
prominent.
5. Organizations today are more complex and are responding to dynamic changes.
a) Many managers believe that decisions need to be made by those closest to
the problem.
6. Today, managers often choose the amount of centralization or decentralization
that will allow them to best implement their decisions and achieve organizational
goals.
7. One of the central themes of empowering employees was to delegate to them the
authority to make decisions on those things that affect their work.
a) That’s the issue of decentralization at work.
b) It doesn’t imply that senior management no longer makes decisions!
H. What is Formalization?
1. Formalization refers to how standardized an organization’s jobs are and the extent
to which employee behavior is guided by rules and procedures.

6-7
2. Early management writers expected organizations to be fairly formalized, as
formalization went hand-in-hand with bureaucratic-style organizations.
3. Today, organizations rely less on strict rules and standardization to guide and
regulate employee behavior.
Teaching Notes
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
II. WHAT CONTINGENCY VARIABLES AFFECT STRUCTURAL CHOICE?
A. Introduction
1. The most appropriate structure to use will depend on contingency factors.
2. The more popular contingency variables are strategy, size, technology, and
environment.
B. How Is a Mechanistic Organization Different from an Organic Organization?
1. Exhibit 6-7 describes two organizational forms.
2. The mechanistic organization (or bureaucracy) was the natural result of combining
the six elements of structure.
a) The chain-of-command principle ensured the existence of a formal hierarchy
of authority.
b) Keeping the span of control small created tall, impersonal structures.
(1) Top management increasingly imposed rules and regulations.
c) The high degree of work specialization created simple, routine, and
standardized jobs.
d) Departmentalization increased impersonality and the need for multiple layers
of management.
3. The organic form is a highly adaptive form that is a direct contrast to the
mechanistic one.
a) The organic organization’s loose structure allows it to change rapidly as needs
require.
(1) Employees tend to be professionals who are technically proficient and trained
to handle diverse problems.
(2) They need very few formal rules and little direct supervision.
b) The organic organization is low in centralization.
4. When each of these two models is appropriate depends on several contingency
variables.
C. How Does Strategy Affect Structure?
1. An organization’s structure should facilitate goal achievement.
a) Strategy and structure should be closely linked.

6-8
b) Example, if the organization focuses on providing certain services—police
protection in a community—its structure will be one that promotes
standardized and efficient services.
c) Example, if an organization is attempting to employ a growth strategy by
entering into global markets, it will need a structure that is flexible, fluid, and
readily adaptable to the environment.
2. Accordingly, organizational structure should follow strategy. If management
makes a significant change in strategy, it needs to modify its structure as well.
3. The first important research on the strategy-structure relationship was Alfred
Chandler’s study of close to 100 large U.S. companies.
4. After tracing the development of these organizations over fifty years and compiling
extensive case histories, Chandler concluded that changes in corporate strategy
precede and lead to changes in an organization’s structure.
a) Organizations usually begin with a single product or line.
b) The simplicity of the strategy requires only a simple form of structure to
execute it.
c) Decisions can be centralized and complexity and formalization will be low.
d) As organizations grow, their strategies become more ambitious and elaborate.
5. Research has generally confirmed the strategy-structure relationship.
a) Organizations pursuing a differentiation strategy must innovate to survive.
(1) An organic organization matches best with this strategy because it is flexible
and maximizes adaptability.
b) A cost-leadership strategy seeks stability and efficiency.
(1) Stability and efficiency help to produce low-cost goods and services and can
best be achieved with a mechanistic organization.
D. How Does Size Affect Structure?
1. There is historical evidence that an organization’s size significantly affects its
structure.
2. Large organizations—employing 2,000 or more employees—tend to have more
work specialization, horizontal and vertical differentiation, and rules and
regulations than do small organizations.
3. The relationship is not linear; the impact of size becomes less important as an
organization expands.
a) Example, once an organization has around 2,000 employees, it is already
fairly mechanistic—an additional 500 employees will not have much effect.
b) Adding 500 employees to an organization that has only 300 members is likely
to result in a shift toward a more mechanistic structure.
E. How Does Technology Affect Structure?
1. Every organization uses some form of technology to convert its inputs into
outputs.

6-9
2. To attain its objectives, the organization uses equipment, materials, knowledge,
and experienced individuals and puts them together into certain types and
patterns of activities.
a) Example, workers at Whirlpool build washers, dryers, and other home
appliances on a standardized assembly line.
b) Example, employees at Kinko’s produce custom jobs for individual customers.
c) Example, employees at Bayer AG in Pakistan work on a continuous flow
production line for manufacturing its pharmaceuticals.
From the Past to the Present
Joan Woodward (British scholar) found that distinct relationships exist between size of
production runs and the structure of the firm. The effectiveness of organizations was related to
“fit” between technology and structure. Most studies focused on the processes or methods that
transform inputs into outputs and how they differ by their degree of routine.
Three categories, representing three distinct technologies, had increasing levels of complexity
and sophistication. Unit production described the production of items in units or small batches.
Mass production described large batch manufacturing. The most technically complex group,
process production, included continuous-process production. The more routine the technology,
the more standardized and mechanistic the structure can be. Organizations with more non-
routine technology are more likely to have organic structures. See Exhibit 6-8.
F. How Does Environment Affect Structure?
1. Mechanistic organizations are most effective in stable environments.
2. Organic organizations are best matched with dynamic and uncertain
environments.
3. The environment-structure relationship is why so many managers have
restructured their organizations to be lean, fast, and flexible.
4. Global competition, accelerated product innovation, knowledge management, and
increased demands from customers for higher quality and faster deliveries are
examples of dynamic environmental forces.
5. Mechanistic organizations tend to be ill-equipped to respond to rapid
environmental change.
Teaching Notes
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
III. WHAT ARE SOME COMMON ORGANIZATIONAL DESIGNS?
A. The main designs are simple, functional and divisional.
1. See Exhibit 6-9.
B. What Is a Simple Structure?
1. Most organizations start as an entrepreneurial venture with a simple structure.

6-10
2. There is low departmentalization, wide spans of control, authority centralized in a
single person, and little formalization.
3. The simple structure is most widely used in smaller businesses.
4. The strengths of the simple structure are that it is fast, flexible, and inexpensive to
maintain, and accountability is clear.
5. Major weaknesses.
a) It is effective only in small organizations.
b) It becomes increasingly inadequate as an organization grows; its few policies
or rules to guide operations and its high centralization result in information
overload at the top.
c) As size increases, decision making becomes slower and can eventually stop.
d) It is risky since everything depends on one person.
C. What is the functional structure?
1. Many organizations do not remain simple structures because structural
contingency factors dictate it.
2. As the number of employees rises, informal work rules of the simple structure give
way to more formal rules.
3. Rules and regulations are implemented; departments are created, and levels of
management are added to coordinate the activities of departmental people.
4. At this point, a bureaucracy is formed.
5. Two of the most popular bureaucratic design options are called the functional and
divisional structures.
6. Why do companies implement functional structures?
a) The functional structure merely expands the functional orientation.
b) The strength of the functional structure lies in work specialization.
(1) Economies of scale, minimizes duplication of personnel and equipment,
makes employees comfortable and satisfied.
c) The weakness of the functional structure is that the organization frequently
loses sight of its best interests in the pursuit of functional goals.
D. What is the divisional structure?
1. An organization design made up of self-contained units or divisions.
2. Health care giant Johnson & Johnson, for example, has three divisions:
pharmaceuticals, medical devices and diagnostics, and consumer products.
3. The chief advantage of the divisional structure is that it focuses on results.
a) Division managers have full responsibility for a product or service.
b) It also frees the headquarters from concern with day-to-day operating details.
4. The major disadvantage is duplication of activities and resources.
a) The duplication of functions increases the organization’s costs and reduces
efficiency.

6-11
E. What Contemporary Organizational Designs Can Managers Use?
1. See Exhibit 6-10 for the three contemporary organization designs.
a) Team structure is when the entire organization consists of work groups or
teams.
b) Team members have the authority to make decisions that affect them,
because there is no rigid chain of command.
c) Companies such as Amazon, Boeing, Hewlett-Packard, Louis Vuitton,
Motorola, and Xerox extensively use employee teams to improve productivity.
d) In these teams, Employees must be trained to work on teams, receive cross-
functional skills training, and be compensated accordingly.
2. The matrix structure assigns specialists from different functional departments to
work on projects led by a project manager.
a) Exhibit 6-11 illustrates the matrix structure of a firm.
b) The unique characteristic of the matrix is that employees in this structure have
at least two bosses, a dual chain of command: their functional departmental
manager and their product or project managers.
c) Project managers have authority over the functional members who are part of
that manager’s team.
d) Authority is shared between the two managers.
(1) Typically, the project manager is given authority over project employees
relative to the project’s goals.
(2) Decisions such as promotions, salary recommendations, and annual reviews
remain the functional manager’s responsibility.
e) To work effectively, project and functional managers must communicate and
coordinate.
f) The primary strength of the matrix is that it can facilitate coordination of a
multiple set of complex and interdependent projects while still retaining the
economies that result from keeping functional specialists grouped together.
g) The major disadvantages of the matrix are in the confusion it creates and its
propensity to foster power struggles.
3. Project structure - is when employees continuously work on projects.
a) Tends to be more flexible
b) The major advantage of that is that employees can be deployed rapidly to
respond to environmental changes.
c) The two major disadvantages of the project structure are the complexity of
assigning people to projects and the inevitable task and personality conflicts
that arise.
F. What is a Boundaryless Organization?
1. A boundaryless organization, coined by former GE CEO, Jack Welch, is not
defined or limited by boundaries or categories imposed by traditional structures.

6-12
2. It blurs the historical boundaries surrounding an organization by increasing its
interdependence with its environment.
3. There are two types of boundaries:
a) Internal—the horizontal ones imposed by work specialization and
departmentalization and the vertical ones that separate employees into
organizational levels and hierarchies.
b) External—the boundaries that separate the organization from its customers,
suppliers, and other stakeholders.
4. A virtual organization consists of a small core of full-time employees and outside
specialists temporarily hired as needed to work on projects.
5. A network organization - is one that uses its own employees to do some work
activities and networks of outside suppliers to provide other needed product
components or work processes. Also called a modular organization by
manufacturing firms.
Technology and the Manager’s Job - The Changing World of Work
It is almost cliché to say that technology has had a dramatic impact on how people work. Mobile
communication and technology has allowed organizations to stay connected. Hand-held
devices, cellular phones, webcams, etc. allow employees to work virtually. Information
technology continues to grow and become an integral part of the way business is conducted.
However, one challenges caused by some the high level of integrated technology is security.
Software and other disabling devices have helped in this arena and many companies are
developing creative applications for their workforce.
Questions for students to consider:
• What technology has changed in your lifetime?
• In what ways has technology made your life better?
• In what ways has technology had a negative impact?
• What do students see as the next big challenge in integrating technology and work? In our
personal lives?
IV. WHAT ARE TODAY'S ORGANIZATIONAL DESIGN CHALLENGES?
A. How Do You Keep Employees Connected?
1. Choosing a design that will best support and facilitate employees doing their work
efficiently and effectively, creates challenges.
2. A major structural design challenge for managers is finding a way to keep widely
dispersed and mobile employees connected to the organization.
B. How Do Global Differences Affect Organizational Structure?
1. Researchers have concluded that the structures and strategies of organizations
worldwide are similar, “while the behavior within them is maintaining its cultural
uniqueness.”
2. When designing or changing structure, managers may need to think about the
cultural implications of certain design elements, such as rules and bureaucratic
mechanisms.

6-13
C. How Do You Build a Learning Organization?
1. Building a learning organization is a mindset in which the learning organization
has developed the capacity to continuously adapt and change because all
members take an active role in identifying and resolving work-related issues.
2. Employees are practicing knowledge management.
a) Continually acquiring and sharing new knowledge.
b) Willing to apply that knowledge in making decisions or performing their work.
3. According to some organizational design theorists, an organization’s ability to
learn and to apply that learning may be the only sustainable source of competitive
advantage.
See Exhibit 6-12 for characteristics of a learning organization.
a) Members share information and collaborate on work activities throughout the
entire organization.
b) Minimize or eliminate existing structural and physical boundaries.
(1) Employees are free to work together and to collaborate.
(2) Teams tend to be an important feature of the structural design.
(3) Managers serve as facilitators, supporters, and advocates.
c) For a learning organization to "learn" information is shared openly, in a timely
manner, and as accurately as possible.
d) Leadership creates a shared vision for the organization’s future and keeps
organizational members working toward that vision.
(1) Leaders should support and encourage the collaborative environment.
e) A learning organization’s culture is one in which everyone agrees on a shared
vision and everyone recognizes the inherent interrelationships among the
organization’s processes, activities, functions, and external environment.
f) There is a strong sense of community, caring for each other, and trust.
(1) Employees feel free to openly communicate, share, experiment, and learn
without fear of criticism or punishment.
g) Organizational culture is an important aspect of being a learning organization.
A learning organization’s culture is one in which everyone agrees on a shared
vision and everyone recognizes the inherent interrelationships among the
organization’s processes, activities, f functions, and external environment.
D. How Can Managers Design Efficient and Effective Flexible Work Arrangements?
1. As organizations adapt their structural designs to fit a diverse workforce, growing
competition, customer demands and new technology, we see more of them
adopting flexible working arrangements.
2. Such arrangements not only exploit the power of technology, but give organizations
the flexibility to deploy employees when and where needed.
3. Telecommuting is a work arrangement in which employees work at home and are
linked to the workplace by computer.

6-14
a) Telecommute provides the company a way to grow without having to incur any
additional fixed costs such as office buildings, equipment, or parking lots.
b) Some companies view the arrangement as a way to combat high gas prices
and to attract talented employees who want more freedom and control.
c) Some managers are reluctant to have their employees become “laptop hobos”
wasting time surfing the Internet or playing online games instead of working.
d) Employees often express a concerns about being isolated.
e) Managing the telecommuters then becomes a matter of keeping employees
feeling like they’re connected and engaged, a topic we delve into at the end of
the chapter as we look at today’s organizational design challenges.
4. Compressed workweek, which is a workweek where employees work longer hours
per day but fewer days per week.
a) Flextime (also known as flexible work hours), which is a scheduling system in
which employees are required to work a specific number of hours a week but
are free to vary those hours within certain limits.
b) Job sharing—the practice of having two or more people split a full-time job.
5. Contingent Workers are temporary, freelance, or contract workers whose
employment is contingent upon demand for their services.
a) As organizations eliminate full-time jobs through downsizing and other
organizational restructurings, they often rely on a contingent workforce to fill in
as needed.
b) One of the main issues businesses face with their contingent workers,
especially those who are independent contractors or freelancers, is classifying
who actually qualifies as one.
c) Another issue with contingent workers is the process for recruiting, screening,
and placing these contingent workers where their work skills and efforts are
needed.
d) As with full-time employees, it’s important that managers have a method of
establishing goals, schedules, and deadlines with the contingent employees
Teaching Notes
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6-15
REVIEW AND APPLICATIONS
CHAPTER SUMMARY
6.1 Describe six key elements in organizational design. The first element, work
specialization, refers to dividing work activities into separate job tasks. The second,
departmentalization, is how jobs are grouped together, which can be one of five types:
functional, product, customer, geographic, or process. The third— authority,
responsibility, and power—all have to do with getting work done in an organization.
Authority refers to the rights inherent in a managerial position to give orders and expect
those orders to be obeyed. Responsibility refers to the obligation to perform when
authority has been delegated. Power is the capacity of an individual to influence
decisions and is not the same as authority. The fourth, span of control, refers to the
number of employees a manager can efficiently and effectively manage. The fifth,
centralization and decentralization, deals with where the majority of decisions are
made—at upper organizational levels or pushed down to lower-level managers. The
sixth, formalization, describes how standardized an organization’s jobs are and the
extent to which employees’ behavior is guided by rules and procedures.
6.2 Identify the contingency factors that favor the mechanistic model or the organic
model. A mechanistic organizational design is quite bureaucratic whereas an organic
organizational design is more fluid and flexible. The strategy-determines structure factor
says that as organizational strategies move from single product to product
diversification, the structure will move from organic to mechanistic. As an organization’s
size increases, so does the need for a more mechanistic structure. The more non-
routine the technology, the more organic a structure should be. Finally, stable
environments are better matched with mechanistic structures, but dynamic ones fit better
with organic structures.
6.3 Compare and contrast traditional and contemporary organizational designs.
Traditional structural designs include simple, functional, and divisional. A simple
structure is one with low departmentalization, wide spans of control, authority centralized
in a single person, and little formalization. A functional structure is one that groups
similar or related occupational specialties together. A divisional structure is one made up
of separate business units or divisions. Contemporary structural designs include team-
based structures (the entire organization is made up of work teams); matrix and project
structures (where employees work on projects for short periods of time or continuously);
and boundaryless organizations (where the structural design is free of imposed
boundaries). A boundaryless organization can either be a virtual or a network
organization.
6.4 Discuss the design challenges faced by today’s organizations. One design
challenge lies in keeping employees connected, which can be accomplished through
using information technology. Another challenge is understanding the global differences
that affect organizational structure. Although structures and strategies of organizations
worldwide are similar, the behavior within them differs, which can influence certain
design elements. Another challenge is designing a structure around the mind-set of
being a learning organization. Finally, managers are looking for organizational designs
with efficient and effective flexible work arrangements. They’re using options such as
telecommuting, compressed workweeks, flextime, job sharing, and contingent workers.

6-16
UNDERSTANDING THE CHAPTER
1. Describe what is meant by the term organizational design.
Answer: Once decisions regarding corporate strategies are made, an effective structure
must be implemented to facilitate the attainment of those goals. When managers develop or
change the organization’s structure, they are engaging in organization design. Organization
design decisions are typically made by senior managers. Organization design applies to any
type of organization.
2. Discuss the traditional and contemporary views of each of the six key elements of
organizational design.
Answer: Traditionally, work specialization was viewed as a way to divide work activities into
separate job tasks. Today’s view is that it is an important organizing mechanism but it can
lead to problems. The chain of command and its companion concepts—authority,
responsibility, and unity of command—were viewed as important ways of maintaining control
in organizations. The contemporary view is that they are less relevant in today’s
organizations. The traditional view of span of control was that managers should directly
supervise no more than five to six individuals. The contemporary view is that the span of
control depends on the skills and abilities of the manager and the employees and on the
characteristics of the situation.
3. Can an organization’s structure be changed quickly? Why or why not? Should it be
changed quickly? Why or why not?
Answer: No, it takes time and a lot of planning and communication. Cultures usually evolve
based initially on the founder's values. Whether or not it should be changed quickly is
dependent upon the competition, its efficiency and success and its financial viability. A
boundaryless organization provides the flexibility and fluid structure that facilitates quick
movements to capitalize on opportunities. An organic structure versus a bureaucracy could
adapt more quickly to changes.
4. “An organization can have no structure.” Do you agree or disagree with this
statement? Explain.
Answer: A boundaryless or virtual organization is not without structure, structure is
minimized but not eliminated. There is always some degree of reporting relations, some type
of division of labor, some need for the management of processes, etc. Boundaryless
organizations are not merely flatter organizations. They attempt to eliminate vertical,
horizontal, and inter-organizational barriers.
5. Contrast mechanistic and organic organizations.
Answer: A mechanistic organization is a rigid and tightly controlled structure. An organic
organization is highly adaptive and flexible. See Exhibit 6-7 for additional differences.
6. Explain the contingency factors that affect organizational design.
Answer: An organization’s structure should support the strategy. If the strategy changes the
structure also should change. An organization’s size can affect its structure up to a certain
point. Once an organization reaches a certain size (usually around 2,000 employees), it’s
fairly mechanistic. An organization’s technology can affect its structure. An organic structure
is most effective with unit production and process production technology. A mechanistic
structure is most effective with mass production technology. The more uncertain an
organization’s environment, the more it needs the flexibility of an organic design.

6-17
7. With the availability of advanced information technology that allows an organization’s
work to be done anywhere at any time, is organizing still an important managerial
function? Why or why not?
Answer: Although an organization’s work may be done anywhere at any time, organizing
remains a vital managerial function because the work that must be accomplished still must
be divided, grouped, and coordinated. Regardless of where employees work, there are
basic managerial functions that must be served, such as scheduling of work, setting goals,
and maintaining employee morale.
8. Researchers are now saying that efforts to simplify work tasks actually have negative
results for both companies and their employees. Do you agree? Why or why not?
Answer: Student responses may vary based on their respective opinion. Simplifying tasks
may result in monotony and boredom, even turnover. The 21st century workforce is smarter,
more independent, better educated and more trustworthy employees, so they will demand
more challenging work. They will work with more individual authority and less direct
supervision.
9. The boundaryless organization has the potential to create a major shift in the way we
work. Do you agree or disagree? Explain.
Answer: Students’ responses to this will vary with most students focusing on the topics of
flexibility at work. Some organizations that adopt a boundaryless design also implement
flextime and flexplace work arrangements for their employees. This question could serve as
an interesting springboard for a class debate. Students could break into teams, with each
team taking the opposite position in the debate. Give students an opportunity to discuss
their strategy as a team before presenting their viewpoints to the class.
10. Draw an organization chart of an organization with which you’re familiar (where you
work, a student organization to which you belong, your college or university, etc.). Be
very careful in showing the departments (or groups) and especially be careful to get
the chain of command correct. Be prepared to share your chart with the class.
Answer: Student answers will depend on the organization that they choose.

Another Random Scribd Document
with Unrelated Content

The tickets were brought to them in due time. Late that evening the
boys presented themselves at the Gare du Nord, the station from
which they were to take a train for Boulogne. It was not yet train
time, however, so the boys strolled about watching the people.
"Guide, sir? Show you all about the city, young gentlemen?"
questioned a man in fairly good English.
Sam fixed him with a stern eye.
"Get out!" he commanded.
"Guide, sir?"
"No, sir; we do not need a guide," spoke up Dan.
"How much do you charge?" questioned Sam.
"Two dollars for two hours."
"Humph! I'll tell you what I'll do. If you'll stand up before me for two
minutes I'll send you two dollars as soon as I get back to the ship."
"Stand up before you?"
"Yes."
"For what?"
"So I can knock your head off! I owe you fellows a thrashing."
"And so do I," broke in Dan. "You go away from here and let us
alone, or I'm liable to forget myself and give you a thumping that
you won't forget for the rest of the season. Now, beat it!"
"Yes, scat!" added Sam.
The guide gazed at them for one apprehensive moment.
The Battleship Boys made a threatening move in his direction,
whereat the guide turned and beat a hasty retreat.

Half an hour later, after much difficulty, the young sailors managed
to find their way to a second-class carriage on the Boulogne train.
At last they were on their way to their ship. The boys breathed a
sigh of relief.
"It has been a great experiment," said Dan.
"Fine!" laughed Sam.
"And we've seen a lot."
"And got 'done' a whole lot more," added the red-headed boy. "If
there is anything we haven't bumped up against I should like to
know about it."
Dan nodded reflectively.
"Let me see; we have visited pretty nearly every point of interest in
the French capital; we have had a battle with the Paris Apaches, got
arrested and locked up; got our names in the Paris papers; had two
government officials working on our behalf, and have been dined by
the ambassador of a foreign power. That's going some, isn't it,
Sam?"
"Yes; but you have forgotten the most important part of it all."
"What have I forgotten?"
"That we got touched for our rolls, and went broke in Paree."
Dan laughed happily.
"The next question is, where are we going to sleep?"
"We shall have to sleep sitting up."
"Yes; these railway carriages, as they call them, are built on the bias.
I'd like to see a fellow try to sleep on these seats, divided off by
arms, without being crippled for life."

Dan was looking about the carriage. Sam observed that his
companion's face had suddenly lighted up.
"Made a discovery, eh?"
"Yes, and I have an idea."
"Good! Get it off your mind before you lose it. What's the idea?"
"I'm going to sleep in the upper berth."
"The upper berth?" wondered Hickey.
"Yes."
"I don't see any upper berth."
"Then watch me."
Dan proceeded to remove his coat and vest, collar and tie. Next he
took off his shoes, Hickey in the meantime watching his companion
with suspicious eyes.
Along either end of the compartment, over their heads, was a
luggage rack extending the entire length, or rather, width, of the
compartment.
Dan grasped the rack, pulled himself up to it and lay down as snug
as if he were in reality in the upper berth of a sleeping car.
"Hooray!" shouted Sam.
"Can you beat it?"
"Not this trip. You're a wonder, Dan. That's almost as good as the
hammock on shipboard. Will the thing hold you?"
"I hope so. It seems secure. You try the other one."
"I don't know whether I want to trust myself in that spider web or
not."

"It's made of woven leather strands. It holds me all right. Try it."
Hickey pulled himself up to the rack, lay down, then peered over the
edge, grinning.
"This isn't so bad, after all. But I dread to think what will happen to
me if I should have the bad luck to walk in my sleep."
"Don't do it. You must get used to it, for to-morrow night we shall be
sleeping in our hammocks again."
A few minutes later the boys were sound asleep, unmindful of the
swaying of the rapidly moving carriage, which was almost like the
roll of the ship. They did not awaken until daylight. The carriage had
stopped and they could hear talking outside.
"Breakfast time; get up!" shouted Hickey.
A guard opened the door and peered in.
"Hello, down there!" called Dan.
"Yes; is that the way you bolt into a gentleman's bedroom without
knocking?" demanded Hickey.
The guard glanced up with a puzzled expression on his face, then
slammed the door shut.
"We'd better get out of here, Sam, or they will have the police after
us again," muttered Dan, scrambling to the floor.
Hastily pulling on their clothes, they got out to the platform, having
recognized the station as Boulogne.
"We've got to go without our breakfast this morning, Sam."
"I suppose so," replied the red-headed boy ruefully. "My, but I've got
an appetite!"
"So have I, but it will keep."

"I guess it will have to."
Half an hour later the boys were standing on the quay. Off just
outside the breakwater lay the battleship "Long Island."
"Doesn't she look good?" breathed Dan. "I'm really happy to get
back."
"I'd be happier if I knew there was a square meal awaiting me,"
answered Sam. "How are we going to get aboard?"
"I'll show you."
Dan pulled out his handkerchief and began wig-wagging with it.
After a little a signal flag was observed on the forecastle. It was
waving a question.
"What do you want?"
"We want to come aboard," answered Dan.
About that time the officer of the deck had leveled his spyglass upon
the boys.
"Messenger!" he called.
"Aye, aye, sir."
"Tell the captain that two men in citizen's clothes are on the quay
asking to be put aboard."
The messenger returned a moment later.
"The captain wants to know who they are, sir."
"Tell him they look to me like two of our men, Seamen Davis and
Hickey. I do not know why they should be in citizen's clothing,
however."
Again the messenger hurried below with the information.

"The captain says it is all right, sir. He says have a cutter go out to
meet them, sir, and bring them aboard."
A cutter was launched, and a few minutes later was plunging
through the green seas, headed for the quay. Great seas were
breaking over the dike, drenching those in the cutter as they shot
alongside the quay.
The Battleship Boys were taken off, and shortly afterwards they
stepped to the deck of the "Long Island," coming to attention as
they saluted the Flag.
"Home again," said Dan, his eyes glowing happily.
"You bet," answered Sam Hickey. "Got any real food aboard? I'm half
starved. No more French biscuit diet for mine!"

CHAPTER VIII
HIS FIRST COMMAND
"The captain wishes to see you, sir," said an orderly, approaching
Dan.
"I am in shore clothes, orderly."
"The captain knows that. You are to come at once."
Dan hurried below, leaving Sam to tell the admiring sailors of the
experiences through which they had passed in Paris.
"Well, my lad," greeted the captain, with a laugh, "you are back, I
see."
"Yes, sir."
"You did not stay your leave out?"
"No, sir."
"Get tired of it?"
"Well, yes, sir—rather."
"How was that?"
"We had a pretty good time. We saw everything worth seeing, I
guess."
"What is this that I hear about you lads trying to rob a couple of
women?" questioned the captain, with a quizzical smile.
Dan flushed rosy red.

"Did you hear about that, sir?"
"Certainly."
"Oh, yes, I remember! the consul said you had telegraphed to him. I
am sorry, sir, that we got into so much trouble, but we did what we
thought was right."
"Indeed you did," answered the captain, dropping his quizzical tone.
"Not only that, but you proved yourself real men. But did you really
assault some of the French police?"
"I am afraid we did," answered Dan, meeting his commanding
officer's eye squarely.
"Bad, very bad. But how did it occur?"
Dan related, briefly, their meeting with the Apaches, and the fight
with the police a few minutes later. From that he told of their arrest
and imprisonment. Davis told the story well, the captain listening
intently until the narrative was finished.
"You boys certainly have had an experience. But you have not told
me why you cut your leave short?"
"We lost our money, sir."
"Lost your money?"
"Yes sir."
"How did that happen?"
"As my friend Hickey would put it, we were 'touched,' sir."
The captain threw back his head, laughing heartily.
"That is not a new thing to happen to a sailor. Do you know how it
occurred?"

"We can only guess at it, sir. We had been dining with the Spanish
ambassador——"
"Dining with the Spanish ambassador?" questioned the captain in
well-feigned surprise.
"Yes, sir; did I not tell you about that?"
"No."
"It seems that it was his wife and daughter whom we rescued from
the Apaches. We did not know that until some time afterwards. The
ambassador invited us to dine with them at the embassy; then later
in the evening he told us who the women were that we had
rescued."
"Well, I must say you lads are getting on in the world pretty fast."
"Yes, sir; it seems to me that we have not been losing any time."
"I should say you had not. But about losing your money?"
"We walked home from the ambassador's residence, sir. On the way
we sat down on a seat in one of the little parks. We had not sat
there long before two gentlemen came along and sat down. There
was one on either side of us."
"They began talking to us in English, and, learning who we were,
became quite friendly. They were very pleasant gentlemen, sir."
"So I should imagine."
"After talking for some time, we decided to move on, and, bidding
them good night, went to our pension."
"Then you think those pleasant gentlemen were those who got your
money?"
"They must have been, sir. We were not near enough to any one
else to give him a chance to get into our pockets. I am ashamed of

myself, sir, to have been so easily fooled."
"Many men more experienced than either of you lads have been
taken in, my boy. You did very well. I commend you both for the
way you have conducted yourself in the trying experiences you have
had. The American consul said some very pleasant things about
you."
"We had to borrow some money off him to get back to ship, sir," said
Dan. "I should like to return it to him at once. Shall I be able to put
a letter ashore?"
"I am afraid not. We shall be sailing very shortly now. We were
waiting——"
Some one knocked at the door.
"Well?"
"Orderly, sir."
"Yes, what is it?"
"The master-at-arms reports that twelve men are ashore, having
overstayed their leave, sir."
"Thank you. Send the executive officer here to me."
"Aye, aye, sir."
"Davis, go to the canteen at once, and procure your uniform. See
that your rating badge is sewed on the sleeve; then report back to
me here."
"Aye, aye, sir."
Dan hurried away, delivering the captain's order to the keeper of the
canteen. He was quickly furnished with a new uniform and a rating
badge, the latter showing that he was a petty officer. This rating
badge consisted of two white crossed cannon with three red

chevrons beneath, all surmounted by a white eagle, worn on the
sleeve.
Dan went out on the spar deck where he changed his clothes abaft
of the second stack.
While he was thus engaged, the executive officer reported to his
superior officer. The two officers were engaged in conversation for
some moments.
"See that the master-at-arms is informed immediately of my wishes.
I am sending Davis because I wish him to have the experience."
"Are the men to carry arms, sir?"
"Yes."
"Has authority been obtained from the local authorities, sir?"
"Yes; that has been arranged for, in case we found it necessary to
land a patrol."
"Very good, sir. Shall I send Davis to you?"
"I already have ordered him to report. See that the master-at-arms
has everything arranged at once. I desire to get away from here to-
day if possible."
"Aye, aye, sir."
The executive officer saluted and left the captain's cabin. He had
been gone but a few moments when there came another knock at
the door.
"Seaman Davis, sir."
"Come in."
Dan Davis, in his new uniform, stepped into the room, looking very
handsome and manly. He stood erect, with shoulders well back, in
perfect military position.

The captain surveyed him with critical but approving eyes.
"I wish you to perform a service, Davis," announced the captain in a
business-like tone.
"Aye, aye, sir."
"I am giving you this detail that you may get the experience. By
rights, the marines should do it, though it is discretionary with me to
send whom I choose. I have decided to send you."
Dan did not reply. He could not imagine what was wanted of him.
"You will take a detail of six men, armed, carrying five rounds of ball
cartridges. Proceed ashore in steamer number one, and round up
the delinquents. Bear in mind that you are on foreign soil, and that
any indiscreet act on your part might involve the United States in
trouble with the French government."
The captain paused to give his words force.
"Aye, aye, sir."
Dan's eyes were sparkling, strive as he might to appear as if it were
nothing unusual to be sent ashore at the head of a patrol.
"Twelve delinquents are ashore, having overstayed their leave. Bring
in all you can find, reporting to the American consul as to those
whom you fail to round up. Do you understand?"
"Yes, sir."
"You will use no unnecessary force, but simply bring in the men. You
will remember that you are clothed with no little power. Exercise it
discreetly. I know that I can depend on you. That will be all. Report
at once to the master-at-arms, who has instructions and orders in
this matter. Make all possible haste, as I desire to sail this afternoon,
or as much earlier as is possible."
"Aye, aye, sir. Is that all, sir?"

"Yes."
The Battleship Boy saluted and retired. Proceeding directly to the
forecastle, he reported to the master-at-arms, who had already
ordered out the men who were to constitute the patrol.
Dan's companions were looking on smilingly, for the lad was popular
among his fellows.
"Here is the list of the men whom you are to bring in," said the
master-at-arms.
Davis took the list, going over it deliberately and fixing the names in
his mind, after which he stowed the paper in his blouse pocket.
"You have your orders?"
"Yes, sir; the captain has given me my instructions. You have no idea
where I shall find the men, sir?"
"No; that is for you to find out when you get ashore. Are you
ready?"
"All ready, sir."
"Take charge of the patrol."
"Carry arms!" commanded Davis, turning to his squad. "Right face,
forward march! Board steamer!"
The men scrambled over the side, going down the Jacob's ladder
into the steamer that lay awaiting them below.
"Cast off!" commanded the Battleship Boy. The steamer whistled
once and headed for the landing stage.
Dan sat on the stern rail alone. He was impressed with the
importance of his assignment. He realized that he had it in his
power, perhaps, to bring on war between two friendly powers. Every

minute the steamer was drawing nearer and nearer to the landing
stage.
Dan felt no nervousness. He did not try to make up his mind what
he should do when he got ashore. Time enough for that when he
got there.
The landing stage reached, the men were piped out.
"Fall in, forward march, by twos!"
The men fell into step and marched steadily up the street.
It was a small command that Dan Davis had under him, but he was
as proud of it as if he had been commanding a company.

CHAPTER IX
ROUNDING UP THE STRAGGLERS
"Halt!"
The men came to a quick stop in front of a resort where Dan
thought he might possibly find some of the absent sailors.
Instead of ordering his men to go in, he entered alone.
"Have you any American sailors here?" he asked.
The proprietor shook his head. He did not understand the words,
perhaps, but he had seen the detail of armed sailors halt before his
place, and well knew the meaning.
"You are sure you have none of our men here?"
"Non." (No.)
"Who went into that room there?" pointing to a door that had closed
with a bang as Dan pushed open the front door.
The proprietor shrugged his shoulders and turned away.
The boy's mind was made up at once. A few quick strides brought
him to the door in question. He threw it open and sprang in.
A pair of legs, clad in the blue of the Navy, were protruding from
beneath a table. Dan grabbed the legs, giving them a mighty tug.
The result was that a sailor was jerked out into the middle of the
room.
"So you thought you would get away from me, did you, Anthony?
Stand up."

Anthony did stand up. He sprang to his feet, launching a terrific blow
at Seaman Davis. Dan merely parried the blow, making no attempt
to return it.
"Anthony," he said, stepping back. "I have a patrol outside. Do you
want me to call them in?"
"I'll lick you first," growled the man.
"Stop where you are! You are not wholly responsible for what you
are doing or saying, but you know what will happen to you if you
resist. I came in here to get you, and I'm going to take you out with
me."
Dan whirled at that instant. He had caught an expression in the eyes
of his man that told him something was going on behind him. The
boy ducked like a flash, thus avoiding a vicious blow that had been
aimed at him by the proprietor of the place.
"Don't you do that again!" warned Dan sternly. "You are facing the
United States Government now, remember. Stand aside!"
With this he grabbed Anthony by the arm. The sailor struggled to
release himself, but Davis' grip was too strong to enable him to
break away easily. Anthony swung his free hand. That was just what
Dan wanted.
With a quick twist he brought both the sailor's arms behind the
latter's back, giving the fellow a violent push.
There was nothing for Anthony to do but to go ahead. He did so
with a rush, Dan running behind him and pushing with all his might.
They struck the swinging doors with a bang. The doors flew out, the
Battleship Boy and his prisoner landing with a bump against the
astonished jackies of the patrol, who were waiting outside.
"Two of you men take this fellow down to the steamer and tell those
aboard that he is under arrest. Tell the coxswain I shall hold him
personally responsible for the man's safe keeping. Hurry back. You

will find us up the street somewhere. Anthony, you had better go
peaceably unless you want to spend the next three months in the
brig."
The two men detailed for the purpose led the ugly sailor away.
"Twos right, forward march!" commanded Dan.
The little company trudged up the street, many persons pausing to
look at the slim, well-set-up fellow who was plainly in command of
the four remaining men of the squad.
The part of the town in which they now found themselves was the
location of most of the sailor boarding houses in Boulogne.
Somehow, Dan had an idea that some of their men would be found
there. He kept his eyes open, slowing his men down.
"Halt!" he commanded.
Dan had espied a sailor from one of the trans-atlantic ships on the
other side of the street. He crossed over to the man.
"Good morning, shipmate," greeted Davis. "I'm looking for some of
our delinquents. Have you seen any of our men in this quarter within
the last hour or two?"
"You from the 'Long Island'?"
"Yes. Have you seen any of our fellows?"
"I guess I have. One of them gave me this black eye 'bout half an
hour ago. I'd have trimmed him proper if he hadn't had a gang back
of him."
"Where was that?"
"Down the street a piece."
"Where is the man now?"
"See that two-story building down there?"

"Yes."
"Well, that's a sort of hotel; that's what they call it; but I reckon it's
a joint where they shanghai fellows for the long cruises. I wouldn't
go in there for the price of a round-trip voyage."
"Thank you. I'll soon find out."
"You ain't going in there, are you, shipmate?"
"Sure. Why not?"
"Why, they'll knock your block off, the first thing if you try to get a
man out of there."
"Don't be too sure about that," answered Dan, with a smile. "I guess
they had better not try it."
"Take my advice and take your men in with you. I see they have
their guns, and you'd better see to it that the guns are loaded, while
you are about it."
"Thank you very much. I will look out for myself."
By the time the young commander rejoined his squad the two men
who had taken their prisoner down to the ship's steamer had
returned. Dan now had six men that he could use.
"Forward march!" he commanded.
They continued on until they reached the place that the merchant
sailor had indicated.
"Men, I want you to wait here. Do not enter unless I give three
short, sharp whistles, then come quickly. But do not lose yourselves.
Under no consideration use your guns. It is not necessary. We have
our fists if it comes to a fight."
"Hadn't you better take a couple of us with you?" questioned one of
the men.

"No, it is not necessary. An armed force might stir up trouble."
Dan entered the place, and he saw at once that the sailor had not
overdrawn the character of the house. It was about the worst he
ever had seen. The place was thronged with tough characters, few
of whom were sailors; or, at least, they did not appear to be.
"I don't believe a man of them has ever smelled salt water unless
he's been out on the breakwater," thought Dan.
Glancing about, he failed to see any of the men for whom he was
looking. He strolled about, attracting as little attention as possible,
though several of the men regarded him suspiciously.
The front room was a sort of office and lounging room. A small desk,
on one side, was walled off by a rusty iron screen. Around by the
lower end of the desk was a door opening into a rear room.
Dan decided to investigate. He made his way as quietly as possible
to the end of the desk, pushed the door slightly ajar, peered in and
sneezed.
The odor of bad tobacco was almost over-powering. The boy blinked
and sneezed again.
"Shut that door, you lubber!" roared a voice from the rear room.
Davis shut it, but when the door closed he was on the inside, with
his back against the door.
It was with difficulty that he made out the faces of the men
congregated there. Not one of them paid the least attention to him.
"Ah, there's one of my men now," muttered the boy.
The man indicated was an ordinary seaman, who had been aboard
but a short time. His name was Kuhn. He was in deep conversation
with a man better dressed than most of the others. The older man
appeared to be seeking to convince the sailor of something that he
was telling him.

Dan edged over near them and listened. Perhaps he suspected what
was going on, for Dan Davis was a shrewd lad, and he was learning
many things about the life of the sailor and the snares that are set
for him.
A moment's listening convinced him that he was right. The well-
dressed stranger was trying to induce Kuhn to desert and join a ship
bound for China. A large increase in wages was promised, good grub
and a real berth to sleep in.
"But they'll come and get me and lock me up," protested Kuhn. "I'll
be a deserter."
"Nothing of the sort, my lad. How are they going to get you when
you are in China? Why, you'll never be heard from again. I'll tell you
what the skipper of the schooner is willing to do for a likely lad like
you."
"What?"
"Sh-h-h, don't say anything about it, but he's promised to make you
first mate."
"He has?"
"Sure thing."
The sailor's eyes glowed with anticipation.
"All right; if you will get me out of this uniform, so I shall not be
recognized, I'll——"
"You'll come with me," finished a voice behind Kuhn, as a hand was
laid lightly on his shoulder.
The sailor leaped to his feet, his face flushing. An angry light flashed
to his eyes as he recognized the features of Gunner's Mate Davis
confronting him.

Dan had heard enough. He understood. He did not blame the young,
inexperienced sailor so much, but he felt rising within him a
righteous indignation toward the Englishman who was seeking to
induce the young fellow to desert the Flag under which he was
serving.
"Come, Kuhn; it is time you were getting back to the ship," said Dan
in a quiet tone.
"I—I am not going."
"Not going?"
"No. I——"
"Never mind, Mr. Sailorman. The boy and me is friends. You just let
him alone. I'll see that he gets back to the ship afore you get there
yourself."
Dan turned upon the Englishman.
"Who are you?"
"I just told you. I'm a friend of the shipmate here."
"A nice sort of friend you are," replied Dan witheringly. "Are you
coming with me, Kuhn? You know what it means to refuse to return
to ship as you have just done. The ship is preparing to sail. If I have
to use force it will be the worse for you. I know what this man is
trying to do with you. He is a bad man, Kuhn. He is trying to induce
you to desert——"
"You go away and let me alone——"
"See here, young fellow," commanded the Englishman savagely, "if
you know what is good for you, you get right out of here, and don't
you come back again. It'll be the worse for you if you do.
Understand?"

"Look out that you do not get into trouble yourself. Kuhn, you are
coming with me."
The Battleship Boy laid a firm grip on the arm of his shipmate and
began moving toward the door by which he had entered the room.
Suddenly Kuhn was jerked violently from his grasp. Dan made a
spring, recovering his prisoner.
All at once the Englishman uttered a series of short, sharp
exclamations in French. Like magic, nearly every man in the room
was on his feet. They appeared to understand perfectly what was
wanted of them, and with one accord made a rush for Seaman
Davis.
"Stand back!" roared the young officer, boldly facing the mob. "You
will have to answer to your government if you dare lay hands on
me."
They gave no heed to his warning, but threw themselves upon the
lad. Dan fought manfully, using his fists to good purpose, and many
a hardy stoker and sailor went down before Little Dynamite's sturdy
blows.
Not daring to cease fighting long enough to reach for the
boatswain's whistle with which he had provided himself before
leaving ship, he uttered three sharp whistles with his lips, but in the
din about him the whistles failed to carry beyond the room.
The whistles did, however, have the effect of quieting the uproar.
The men interpreting them as some sort of a signal, hesitated,
looked at each other inquiringly, then at the cool, hatless young
fellow who was facing them, working his way determinedly toward
Ordinary Seaman Kuhn. The latter was standing with a half-
frightened expression on his face. He had begun to realize the
enormity of his proposed act.
"Kuhn, come here!" demanded Dan sternly.

The sailor made a move as if to comply with the order. Ere he had
taken a step forward, however, the Englishman had fastened upon
his arm.
"You're in it now. You can't get out. If you go back to the ship they
will put you in the brig. You just stay here till the ship has sailed,
and you'll be all right."
"But where—where? They'll come here and get me."
"We'll see to that."
Again Dan had forced his way to where Kuhn was standing, but
before he was able to lay his hands upon the young fellow a dozen
men threw themselves upon the Battleship Boy.
Davis struggled with all the strength that was in him. His struggles
were fruitless. Men of brawn and muscle had hold of him now. He
was as a child in their hands, though, had his hands been free, he
would have given a good account of himself.
Some one gave a few brief directions in French. The men picked Dan
up, bearing him through a door, into a long, dark hallway, down
which they carried him until they reached a door at the end.
Opening the door, they threw the Battleship Boy in bodily, slamming
and locking the door.
"I've made a mess of it," groaned the lad, "but I'll beat them yet."

CHAPTER X
OUTWITTED BY A BOY
The room was quite dark, except for the light that came in through
an open skylight above Dan Davis' head. A glance about him told the
boy that he had been thrown into a storeroom. All about him were
boxes, cases and trunks.
"It will do me no good to shout. If I do, I'll give them the satisfaction
of knowing that I'm done for. No; I won't yell. My men could not
hear me if I did."
Dan pondered for a few moments, and an idea came to him.
"I believe I could batter that door down," he mused. "I'll take a look
at it."
A brief examination convinced him that such an attempt would be
foolish. The door was constructed of heavy plank, and had been
made to withstand assaults. The room in which he had been made a
prisoner was a place where sailors' chests were stored, a sort of safe
deposit vault. There were no windows on either side, only the
skylight in the ceiling, some twelve feet above the boy's head.
Dan gazed up at it longingly.
"I wonder if I could do it," he thought. "I cannot more than fail,
anyway."
He quickly went to work, piling up boxes and chests. The latter were
so heavy that he was unable to handle them and get them up more
than three high. On top of these he piled boxes and climbed to the
top of the pile. He found that he was still some distance from the

skylight. This was a double affair, with the lights turning up on either
side of a brace between them.
Dan crouched down, measured the distance and made a leap
straight up into the air. His fingers barely touched the frame of the
opening, then down he shot.
The lad landed on the edge of the upper packing case. It toppled
over with him, and nearly every one of the boxes he had piled up
came down with a crash that made that part of the building shake.
An empty case turned over Dan, imprisoning him beneath it. At first
he lay still, not knowing whether he had been injured or not. Finally
concluding that he had not been hurt, he eased the case from his
body and crawled out.
"Either they are all deaf and dumb, or else they have deserted the
place," he said out loud. "I don't believe I shall try that again. I'll try
some other plan, and——"
Footsteps were heard coming down the hall. A new idea occurred to
the lad. In an instant he had flattened himself on the floor, pulling
the packing case over him as it had been before.
A key grated in the lock and several men entered. Among them was
the Englishman. Dan recognized his voice, though the fellow was
speaking in French. The men set up a great chattering when, as
they thought, they found the room empty. It appeared plain to them
how their man had made his escape.
"He's climbed out of the skylight!" cried a voice in good English.
"I shouldn't wonder if he is up there now. He can't get down,"
answered the Englishman with whom Dan had had the trouble out in
the other room.
"Get him, quick! Somebody climb up there!"

The men began chattering in French again. Instantly they started
piling boxes on top of the chests which they had put in place on the
pile again.
"This is the time I lose," muttered Dan.
Fortunately for him, however, they were getting their cases from the
other side. They found light and empty cases for their purpose, and
it required but a moment to fling them up in place.
Three men instantly clambered to the top of the pile thus made. One
man was lifted by the other two and boosted to the skylight. He
grasped the frame, holding on, his feet standing on the hands of the
other two beneath him.
The pile of boxes wavered and swayed beneath the weight placed
upon them.
In the meantime Dan Davis had raised the box from his own body
just far enough to enable him to peer out. He saw what was going
on, and his eyes lighted up with joy as a sudden idea occurred to
him.
"I'll show them they can't beat a Yankee tar," he thought, raising the
box little by little. Fortunately for him, the men on the floor were at
the other side of the pile of boxes, while those on top were too busy
with their own affairs to look down.
Crouching for a spring, he gathered himself.
All at once the box over him landed several feet away with a crash.
Dan was on his feet in a twinkling. The door leading into the hallway
stood open. Freedom was at hand, but the boy was not yet ready to
take advantage of the opportunity offered him.
With a bound he threw his whole weight against the pile of packing
cases.

For one giddy moment the cases trembled, then fell inward toward
the men on the floor. Those above emitted a yell. Down they went,
howling and shouting, their companions not having had time to get
out of the way, being caught under the falling boxes and buried
beneath them. All of the men were fighting, kicking and struggling
to extricate themselves from the wreckage.
"Hip, hip, hooray!" yelled the Battleship Boy, unable to control his
delight at the downfall of his enemies. "Next time maybe you'll think
twice before you try to beat the United States Government."
With that Dan sprang out into the hallway. He slammed the door,
turned the key in the lock, then hurled the key from him.
"Let them stay there and think it over for the rest of the day. It will
do them good," he laughed, starting for the other end of the hall. He
stepped into the room from which he had been taken a short time
before.
There were still a number of men there, but they had not observed
his entrance. Dan's eyes swept the room. In a far corner, crouching
low in his chair, sat Kuhn, making himself as inconspicuous as
possible. There was a frightened expression on the young sailor's
face.
Dan walked quickly around the outer edge of the room. Kuhn did not
happen to look his way. The fellow's eyes were fixed on the door
leading out into the office in momentary expectation of seeing a
squad of blue jackets enter the place.
"I've got you this time, young man!" exclaimed Davis, pouncing
upon the sailor.
Kuhn toppled from his chair to the floor, with Dan on top of him.
"Get up!" commanded the Battleship Boy, scrambling to his feet and
jerking his prisoner up beside him. "Out of here, before I serve you
worse. I'm getting angry. You'll regret acting the way you have to-
day. Come along!"

Ere the others in the room had an opportunity to protest, Dan had
dragged his man to the door, which he kicked open, pushing his man
through, then running him to the front door. With a shove, Dan sent
his prisoner staggering to the sidewalk. Ere Kuhn stopped going he
had measured his length in the street before the eyes of the jackies
who comprised the patrol.
"Hold him, men!" commanded Davis. "That's it. Take him down to
the steamer, two of you. I believe there are other men in this place.
It is taking long chances, but I am going in to find out. Two of you
come in with me this time. Be careful that you do not start anything.
Take no part in any fight that may occur unless I tell you to do so."
At a carry arms, two of the detail followed Dan into the office of the
place.
Approaching the proprietor, he said:
"Do you speak English?"
The man, a fat, red-faced Frenchman, nodded surlily, his eyes on the
two armed men standing at attention at one side of the room.
"Are any of our men in your place?"
The fellow shook his head.
"I have reason to believe there are."
"No men here."
"Do you wish me to report your conduct to the Prefect of Police?"
The fellow's face took on a darker shade.
"Unless you convince me that none of our sailors are under your
roof, I shall place a guard at the door to see that none of our men
leave; then I shall go to the police and enter a complaint against
you. They don't love you any too well now, you know."

Davis had taken a long shot, but he saw, from the expression on the
proprietor's face that it had reached the mark.
Just then the Englishman, followed by the other men whom Dan had
imprisoned in the store room, burst into the office. Espying the
Battleship Boy, the Englishman made a dash toward him.
"There he is! Grab him!"
The men behind the Englishman started forward. None had
observed the two jackies standing rigidly at one side of the room
with eyes front.
"Stop where you are!" commanded Davis.
They paid no attention to his command.
"Port arms!" he commanded sharply, turning to his own men.
"Load!"
Two audible metallic clicks sounded above the noise in the room.
"Take aim! Steady, there," he ordered, in a voice just loud enough
for his men to hear. "I wouldn't have you pull the triggers for a
million dollars. Don't get excited."
The rush stopped instantly.
"Now, you fellows, I want you to stand out of my way. At the first
sign of opposition on your part I shall order my men to fire. Mr.
Proprietor, lead the way through your place."
Backed by the two armed men, Davis started in the wake of the
proprietor. They examined all the rooms on the ground floor, after
which Dan, leaving his men in the hallway to guard the rear,
proceeded upstairs where a number of rooms had been arranged for
lodging places. In one of these he found three sailors sound asleep
on the floor. They were awakened with no little difficulty.
"Guard, there!" called Dan down the stairway.

"Aye, aye."
"One of you come up here. Take these men out to the patrol with
instructions for two of them to march these fellows down to the
steamer. Tell the men to report back at once. If the other two have
returned, send one of them in to me!"
The sailors, rubbing their eyes, rose, grinning sheepishly.
"Where are we heading, matey?" demanded one of them.
"For the ship and perhaps the brig," answered Dan shortly.
"What for?"
"Overstaying your leave. Come, hurry out of here!"
The men ruefully made their way down the stairs, and a few minutes
later were on their way to the landing stage, where the steamer was
waiting to receive them. Dan was convinced that the men had not
intentionally overstayed their leave. Still, he had little sympathy for
men who had so light a regard for their duty as to forget it entirely.
"Now, Mr. Proprietor, what other rooms have you in this
establishment?"
"None."
"I am afraid I can't take your word for anything after the way you
have tried to deceive me. We will look about below a little. Where
does that door lead to?" he asked, espying a small door under the
stairway after they had reached the hallway again.
"To the cellar. There's nothing down there."
"Open the door."
The owner of the place did so. Dan peered down into the darkness
and was about to turn away, when he thought he heard voices. He
listened intently.

"Who is down there?" he asked of the proprietor.
"No one."
"Get a light and lead the way."
The proprietor did so, his face working convulsively as he sought to
control his rage.
Leading the way across the cellar, the fellow threw open a door. A
great wave of damp, smoky air smote the newcomers in the face.
"So that's the game, is it?" demanded Dan triumphantly. There were
the others of the missing men, enjoying themselves immensely.
They were laughing and joking.
"Attention!" commanded Davis.
A loud laugh greeted his order.
"Bring him in here. It's Little Dynamite!" shouted the men. "Hurrah,
for Little Dynamite! Hurrah!"
Sudden silence settled over the room. Behind the stern-faced
Battleship Boy the eyes of the occupants of the room all at once
made out their companions, armed with Krag rifles.
They understood.
"Attention! Forward march!" ordered Dan.
The men rose, hesitated, then bowing before the authority that they
knew represented the United States Government, they filed from the
room, up the stairs and into the hallway, where another guard stood
at attention.
Dan led the way through the hall, on through the two rooms. He
paused at the street door, while the men filed past him. They lined
up in the street where Dan had halted them.
"Right dress. Twos right, forward march!"

The disconsolate sailors started away down the street, guarded in
front and rear by armed men, with the Battleship Boy at their head.
Dan had had a lively time, but he had carried out his orders
faithfully.
No conversation was indulged in, and, reaching the landing stage,
the men were ordered into the little steamer, which quickly got
under way and headed for the battleship. Shortly after that the
delinquents were climbing up a sea ladder to the deck, the
gangways having been taken in in preparation for getting under way.
"All present, sir," announced Dan, saluting the officer of the deck.

CHAPTER XI
BETWEEN SKY AND SEA
"You got them all, did you?" questioned the captain.
"Yes, sir."
"Good work! Did you have any trouble?"
"Nothing very much, sir."
"You look it," the captain laughed. "You will appear at mast this
afternoon, at one o'clock, and give such evidence as you may have
obtained, relating to where you found the men, and who of them
offered resistance."
"Aye, aye, sir."
"Mr. Coates, are all our men accounted for?"
"I will ascertain, sir."
The executive officer returned a few minutes later and saluted.
"The master-at-arms reports that the ship's crew is on board."
"Very good; we will get under way at once. Davis, I take pleasure in
commending you for your excellent work. You have done much
better than I had any idea you could possibly do. That will be all.
Your uniform needs attention."
"Aye, aye, sir."
Dan seemed fated to lose his clothes. He was without a hat, his
garments were torn and soiled and his hair looked as if it had not

felt the touch of a comb in many days. His condition necessitated
another visit to the canteen for fresh supplies.
"If this keeps on I shall be spending all my wages for uniforms," said
the boy with a happy laugh, as he drew a cap, a new jacket, a
blouse, and a new rating badge.
The forecastle presented a scene of activity when finally Dan
emerged upon it from the forward companionway. Orders were
being passed rapidly, boatswain's mates were piping up their
different watches and jackies were making all snug about the decks.
"I think we are ready, Mr. Coates," announced the captain.
"Up anchor!" roared the executive through his megaphone.
Chains rattled and clanked as the powerful electric apparatus began
hauling in the heavy anchors.
"Anchors shipped, sir," sang a midshipman from the forecastle.
"Slow speed ahead, both engines," ordered the captain.
The ship swung slowly about, clouds of black smoke belching from
her funnels. Poking her nose out into the English Channel, the
battleship headed southward for a long cruise.
The band on the quarter-deck about this time struck up "The Red,
White and Blue," every jackie on the decks raising his voice in the
words of the song. It was an inspiring scene.
Dan Davis felt an unusual pride that afternoon. He had accomplished
something of which he was proud, and for which he had a right to
be proud.
Shortly after mess the mast court was called, at which all the
delinquents that the Battleship Boy and his squad had rounded up
were arraigned on deck. This was the part of his work that the boy
did not like. He was placed in a position where, if he should tell the
truth, he would be obliged to give information that would send some

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