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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.

Exploring the Variety of Random
Documents with Different Content

“They are necessarily rather disjointed as musical history, but
are likely to fulfill a good purpose in clearing up ideas, generally
vague, which many people hold concerning ancient instruments
and some of the ancient music and its composers.” Richard
Aldrich.
+
+
N. Y. Times. 11: 762. N. 17, ’06. 700w.
Erskine, John. Actæon, and other poems. **$1.25.
Lane.
6–46756.
A book of verses, songs and sonnets which show a lyric gift
and true poetic feeling.
“A series of poetical exercises, wholly derivative in merit, and
of slight significance.” Wm. M. Payne.
−
+
Dial. 43: 93. Ag. 16, ’07. 110w.
“His work is more notable for form than for substance; the
most vital note in it is its fine sense of the apostolic tradition in
poetry, its sentiment of poetic scholarship.”
+
−
Nation. 84: 199. F. 28, ’07. 350w.
“Mr. Erskine has written much that is good since ‘Actaeon,’ but
he seems for the most part to have fallen upon a more personal
and minor strain.” William Aspenwall Bradley.
+ N. Y. Times. 12: 132. Mr. 2, ’07. 500w.

Escott, Thomas H. S. Society in the country house,
*$4. Jacobs.
“In sixteen lengthy chapters Mr. Escott conducts his readers to
as many groups of country houses, tracing the rise of each great
family, characterizing its most interesting representatives and
most famous visitors, drawing upon a store of racy anecdote and
curious legend, and fully substantiating his claim that the
country house has associations with the spiritual, literary, and
social movements of the nation, which are even stronger than
those more picturesque and popularly recognized bonds which
unite it with the chase, the turf, and the stage.”—Dial.
“We prefer to take the book as a cheerful jumble of interesting
side-lights on people and events, the value of which consists in
its mirroring the passing phases of thought in the fashion and
speech of the time. It is left to the reader to supply his own
perspective, and to select the grain from the inevitable chaff of
anecdote and genealogy.”
+
−
Acad. 72: 34. Ja. 12, ’07. 720w.
“We hope that Mr. Escott’s future volumes of pleasant
reminiscences may have the advantage of a ‘checker’ who will do
the drudgery and the index, and leave the writer free to please
us without calling down the cantankerous critic.”
+
−
Ath. 1907, 1: 98. Ja. 26. 960w.
“Mr. Escott pursues his subject with a leisurely thoroughness
that is characteristically British, but his style is crisp and nervous
enough to hold the reader’s interest.”
+ Dial. 43: 254. O. 16, ’07. 410w.
“It is so cumbersome as to make us long once again for the
old days of two and three volumes. A book of gossip that cannot
be held in the hands as one leans back in a chair is a publisher’s

mistake. Wherever the book is opened some eminent name
meets the eye, with an anecdote attached to it; and what more
can be said?”
+
−
Lond. Times. 6: 15. Ja. 11, ’07. 280w.
Espy, Ella Gray. What will the answer be? $1.50.
Neale.
7–20705.
The question concerns the future of Jo, the child of the
orphanage who has felt the influence of Miss Jane, who gave her
life to charity and who has also lived in an adopted home and
seen something of love and its possibilities. The reader is left to
draw his own conclusions as to Jo’s decision for public service or
matrimony.
Evans, Edward Payson. Criminal prosecution and
capital punishment of animals. *$2.50. Dutton.
7–28640.
A study of the curious methods of mediaeval and modern
penology relating to the prosecution and punishment of animals.
Nation. 85: 208. S. 5, ’07. 330w.
“The author has succeeded in making an extremely readable
and in a sense a learned volume, one which is a welcome
addition to the curiosities of literature.”
+ Outlook. 85: 719. Mr. 23, ’07. 310w.

Evans, Edwin. Tchaikovsky. (Master musicians.)
$1.25. Dutton.
7–10577.
The part of this work is devoted to the composer as a man is
based upon the biography of the Tchaikovsky published with his
letters by his brother Modest. The greater portion of the study is
devoted to a critical survey of the musician and his works
including an estimate of the relative values of his operas. “A
valuable feature of Mr. Evans’s book is a chronological table of
Tchaikovsky’s compositions.” (Nation.)
+ Ath. 1906, 2: 840. D. 29. 240w.
+
−
Nation. 83: 564. D. 27, ’06. 250w.
“Of the man and his work the book presents a useful summary
treatment, though it rarely rises to a very high order of criticism.”
Richard Aldrich.
+ N. Y. Times. 12: 148. Mr. 9, ’07. 600w.
Evelyn, John. Diary of John Evelyn; ed. with notes
by Austin Dobson. 3v. *$8. Macmillan.
The bicentenary of John Evelyn’s death has served to produce
some good reprints of his diary. This one edited by Mr. Dobson
contains an informing biographical introduction and helpful
notes. “Its long chronicle extends over an unbroken period of
more than sixty years, dating from the stormy days which
preceded the Commonwealth to the early time of Queen Anne.
During all this age—‘an age,’ as his epitaph puts it, ‘of
extraordinary events and revolutions’—Evelyn was quietly, briefly,
methodically noting what seemed to him worthy of

remembrance. His desire for knowledge was insatiable, his
sympathies wide, and his tastes catholic.”
“Such a book as his ‘Diary,’ then, cannot be too often
reprinted, nor do we know a better edition than this, skilfully
edited by Mr. Austin Dobson.”
+
+
Acad. 71: 567. D. 8, ’06. 1730w.
“The reader of the ‘Diary’ is supplied with an ample
commentary as he goes along, which will be of infinite service in
elucidation of biographical and historical points. Indeed, we
cannot imagine the work better done.”
+
+
Ath. 1906. 2: 765. D. 15. 980w.
“But what gives Mr. Dobson’s edition its importance is less its
text than its ‘editorial equipment.’” H. W. Boynton.
+ Dial. 41: 451. D. 16, ’06. 500w.
+ Lond. Times. 5: 389. N. 23, ’06. 2200w.
+ N. Y. Times. 11: 852. D. 8, ’06. 1780w. (Reprinted from
Lond. Times.)
“Among various editions of Evelyn none surpasses in
convenience, editorial thoroughness, and beauty of form this
edition, in three volumes, presented with a combination of
simplicity and elegance that mark only the best book-making.”
+
+
+
Outlook. 85: 480. F. 23, ’07. 430w.
“A fine edition ... for which we cannot thank Mr. Dobson too
much.”
+ Sat. R. 103: 526. Ap. 27, ’07. 1790w.

“The introduction which he has prefixed to this edition of the
Diary, is an admirable summary of Evelyn’s life, and supplies as
careful an appreciation of the diarist’s character and work as
could be desired.”
+
+
Spec. 98: 60 Ja. 12, ’07. 300w.
Ewald, Carl. Spider and other tales; tr. from the
Danish by Alexander Teixeira de Mattos. † $1.
Scribner.
7–15116.
“Pleasant, readable little stories about animals and plants, in
which insects and flowers and birds, and even clouds and
dewdrops are made to talk as if they were human beings.”—N. Y.
Times.
“This little book of fables deserves to be added to the
permanent library of childhood.”
+
+
Nation. 84: 523. Je. 6, ’07. 240w.
“He has a simple, naive style, which makes his work very
suitable for supplementary reading on nature subjects for young
children, while older people can read his stories with pleasure
because of the purity and perfection of his literary method.”
+
+
N. Y. Times. 12: 433. Jl. 6, ’07. 250w.
Ewell, Alice Maude. Long time ago; in Virginia and
Maryland with a glimpse of old England. il. $1.50.

Neale.
7–26957.
Nine good stories of revolutionary and colonial times told by a
lady and dame of long ago.

F
Fairbanks, Arthur. Mythology of Greece and Rome,
presented with special reference to its influence
on literature. *$1.50. Appleton.
7–6167.
The purpose of this book is “to illustrate the wide-reaching
influence of Greek myths first on the Latin poets, and, mainly
through the Latin poets, on later writers.” There are numerous
illustrations taken from ancient works of art.
“The author is progressive, yet conservative and judicious, and
has produced a useful book.”
+ Am. J. Theol. 11: 716. O. ’07. 170w.
Dial. 42: 117. F. 16, ’07. 80w.
“A scholarly and complete presentation for school and college
use.”
+ Educ. R. 34: 105. Je. ’07. 20w.
“The distinct merit of the book is not that which is emphasized
on the title-page; it is, rather, the fact that the ancient stories
are told by a professional student of mythology who is familiar
with the results of recent investigation.”

+ Nation. 84: 387. Ap. 25, ’07. 230w.
Fairlie, John Archibald. Local government in
counties, towns and villages. *$1.25. Century.
6–23708.
Descriptive note in Annual, 1906.
“A handy and valuable compendium. The volume is, however,
subject to serious criticism because of the mode or style of
presentation.” F. I. Herriott.
+
−
Ann. Am. Acad. 29: 424. Mr. ’07. 650w.
“He has compacted into comparatively few pages a wealth of
information on his subject. Teachers and students of civil
government in all parts of the country should find considerable
use for the volume.” James A. Woodburn.
+
+
Pol. Sci. Q. 22: 153. Mr. ’07. 610w.
Fallow, Lance. Silverleaf and oak. $1.25.
Macmillan.
The poems inspired by South Africa, the poems of the
imperialistic voyager, are perhaps the best in this volume, which
includes among others; The Southern cross; Spirit of hidden
places, Day and night up-country, A Cape homestead, and a
poem on the churchyard at Durban.
Reviewed by Wm. M. Payne.
+ Dial. 43: 167. S. 16, ’07. 250w.

+ Nation. 84: 35. Ja. 10, ’07. 250w.
“He is apt to fall into banal cadences, and he is much under
the influence of Mr. Kipling. The last verse of the poem on the
churchyard at Durban seems to us to be the highest point
reached by Mr. Fallow’s muse, and is no mean elevation.”
+
−
Spec. 97: 931. D. 8, ’06. 110w.
Fanning, Clara E., comp. Selected articles on the
enlargement of the United States navy. *$1.
Wilson, H. W.
7–29552.
Ann. Am. Acad. 29: 412. Mr. ’07. 80w.
* Fanshawe, Anne, lady. Memoirs of Ann Lady
Fanshawe, wife of the Right Hon. Sir Richard
Fanshawe, Bart., 1600–’72; reprinted from the
original manuscript in the possession of Mr. Evelyn
J. Fanshawe of Parsloes. il. *$5. Lane.
Of special interest as a family history rather than of value as a
side light on social or political history of the time. “The most
noteworthy part of the present edition is the elaborate notes,
occupying far the larger part of the volume and giving full
information about every thing and every person in any way
alluded to by Lady Fanshawe.” (Nation.)
“The editing of memoirs is a difficult task at best, but we have
no hesitation in saying that these ‘Memoirs’ have been edited as

they deserve. and they deserve well.”
+
+
Acad. 73: 943. S. 28, ’07. 1680w.
“These small blemishes count for nothing in comparison with
the sterling merits of the book, which we feel confident will long
maintain its place as the standard edition of the ‘Memoirs.’”
+
+
−
Ath. 1907, 2: 437. O. 12. 1230w.
“The book remains curious, delightful as far as Lady Fanshawe
is concerned, elaborate and admirable so far as we can absorb
her editor.”
+ Lond. Times. 6: 234. Jl. 26, ’07. 1260w.
“The book must remain a standard work of reference for
students of the period.”
+
+
−
Nation. 85: 425. N. 7, ’07. 610w.
“We are bound to say that most of Lady Fanshawe’s matter is
dry stuff. But to all connected with the family this book,
admirably printed, and illustrated ought to appeal.”
+
−
Sat. R. 104: 22. Jl. 6, ’07. 150w.
“The ‘Memoirs’ can make no claim to be a work of great
literary merit, but though Lady Fanshawe was not a stylist, there
is a directness about her writing that saves it from being
wearisome.”
+ Spec. 99: 402. S. 21, ’07. 260w.
Farnol, Jeffery. My lady Caprice. il. †$1.50. Dodd.
7–31282.

“A love idyl of the summertime. A healthy and active young
boy plays a very important part in bringing together a couple of
lovers in spite of a very worldly peeress.”—N. Y. Times.
“The Imp is decidedly the most ingenious and interesting
person in the book.”
+ Dial. 43: 381. D. 1, ’07. 140w.
N. Y. Times. 12: 656. O. 19, ’07. 30w.
“Should anyone read the book they will find it like rock candy
—a thread to which sugar adheres.”
+
−
N. Y. Times. 12: 676. O. 26, ’07. 320w.
“Gay romance.”
+ Outlook. 87: 496. N. 2, ’07. 100w.
Farnsworth, Charles Hubert, comp. Songs for
schools; with accompaniments written by Harvey
Worthington Loomis and B. D. Allen. *60c.
Macmillan.
“Mr. Farnsworth has performed a much-needed service to
public school music by collecting in one volume, well printed and
bound and sold at a moderate price, the best of the traditional
songs suitable for children’s voices. One finds here the more
important national tunes, beautiful melodies of Stephen C.
Foster ... fine old English, Scottish, Irish, and Welsh folk songs, a
few college songs, and a good selection of hymn tunes.”—
Outlook.

“One of the best books of school music ever issued, and
occupies a place of its own.”
+ Nation. 84: 161. F. 14, ’07. 210w.
“Mr. Loomis’s accompaniments show imagination and much
technical skill, though in some instances one might question
whether he has not elaborated his treatment more than is in
keeping with the ruggedly simple nature of the melodies. On the
whole, this book is a long step in advance in the literature of
school music.”
+
−
Outlook. 85: 766. Mr. 30, ’07. 330w.
Farrer, James Anson. Literary forgeries; with an
introd. by Andrew Lang. $2.25. Longmans.
7–26421.
With the avowed purpose of giving some idea of the large
space which literary forgery occupies in the history and
development of the race the author discusses forgeries of
ancient books like the “Letters of Phalaris” and the “Consolatio”
of Cicero, the works of C. J. Bertram, Psalmanazar, the Eikon
Basiliké, Chatterton’s Rowley poems, Launder’s attempts to
discredit the originality of Milton, the Shakespeareana of Ireland,
and other forgeries.
“Mr. Farrer has written an excellent book on a most interesting
subject. It is Mr. Farrer’s worst fault that he has included some
ingenious persons in his book, who are grievously out of place.
Forgery is far too strong a word, for instance, to apply to
Chatterton.”
+
−
Acad. 72: 234. Mr. 9, ’07. 1540w.

“Mr. J. A. Farrer has given us a curious and entertaining book,
distinguished generally for the lucidity of its reasoning. It clearly
is not intended to be a contribution to learning, since it lacks an
index.”
+
−
Ath. 1907, 1: 289. Mr. 9. 630w.
“If we are to judge the book by this grandiose purpose, it
cannot be called a complete success. The reader who will decline
to gauge the book by its author’s professed purpose will find it a
very enjoyable ramble through an attractive by-way of literature.”
+
−
Cath. World. 85: 256. My. ’07. 470w.
“A quaint, lively, discursive book, a sort of Newgate calendar in
the sphere of letters. Mr. Lang’s artistic introduction is full of
himself, and therefore delightful.”
+
−
Lond. Times. 6: 60. F. 22, ’07. 1850w.
+ N. Y. Times. 12: 389. Je. 15, ’07. 1380w.
“Mr. Farrer, whom Mr. Lang introduces to the public in his best
style, has written a very readable book.”
+ Spec. 98: 505. Mr. 30, ’07. 340w.
Faversham, Mrs. Julie (Opp). Squaw man; a
novel adapted from the play by Edward Milton
Royle. †$1.50. Harper.
6–45695.
The characters in this story, adapted from the play, are a
degenerate head of the house of Kerhill, the mother whose
whole aim in life is to preserve intact the honor and dignity of
her house, Jim Wynnegate, cousin to the Earl of Kerhill, and

Diana, the latter’s wife. The scenes shift from London to the
plains of western America, whither Jim goes to serve out a term
of self-imposed exile, having assumed his cousin’s guilt of theft
to save the Kerhill honor. The dramatic element predominates in
love scenes, wild-west quarrels, and in the tragedy of devotion.
“A pretty story, rapid in action, with some bright dialogue, but
crudely written.”
+
−
A. L. A. Bkl. 3: 77. Mr. ’07.
“The story is here told with spirit, and the narrative is full of
variety and interest.”
+ Lit. D. 34: 217. F. 9, ’07. 120w.
“People who have been unable to see the play may find the
book not devoid of the appeal which kept the drama on
Broadway for almost an entire season.”
+ N. Y. Times. 12: 8. Ja. 5, ’07. 400w.
Favorite fairy tales; the childhood choice of
representative men and women, illustrated by
Peter Newell. **$3. Harper.
7–34176.
An especially attractive volume of such old favorites as
Cinderella, Beauty and the beast, The sleeping beauty, Jack and
the bean stalk, Jack the giant killer, etc. Marginal decorations,
sixteen full-page illustrations and a white fiber binding lettered in
gold make the book a beautiful holiday gift.
+ Nation. 86: 496. N. 28, ’07. 110w.

+ N. Y. Times. 12: 626. O. 19, ’07. 1340w.
“The sixteen included are certainly among the best. Mr.
Newell’s illustrations are, of course, delightful.”
+ Outlook. 87: 618. N. 23, ’07. 150w.
Fea, Allan. Some beauties of the seventeenth
century; with 82 il. **$4. Brentano’s.
Seventeen chapters, each of which is devoted to the personal
history of some famous beauty or group of beauties most of
whom belong to Whitehall in the days of the Restoration. “The
facts about the various women—and the author has evidently
been at some pains to obtain real facts to the best of his ability—
are set forth in a simple narrative vein, making no injudicious
pleas in defense of their actions and no superfluous attacks on
the evident immorality of many characters.” (N. Y. Times.)
+
−
Nation. 84: 314. Ap. 4, ’07. 210w.
“Though not to be classed among strictly literary works, has
the interest of a clever compilation.”
+ N. Y. Times. 12: 3. Ja. 5, ’07. 290w.
Fenollosa, Mary McNeil (Mrs. Ernest F.
Fenollosa) (Sidney McCall, pseud.). Dragon
painter. †$1.50. Little.
6–37204.
+ A. L. A. Bkl. 3: 16. Ja. ’07. ✠
Reviewed by Frederic Taber Cooper.

+ Bookm. 24: 489. Ja. ’07. 760w.
“The characters of the romance belong to screens or fans; it is
the Japan of the popular imagination, and the scenes are
effective in a sense, but there is nothing fine or interpretative
about the writer’s touch.”
+
−
Outlook. 84: 1081. D. 29, ’06. 50w.
Fernald, Chester B. John Kendry’s idea. $1.50.
Outing.
7–24157.
John Kendry’s idea embodied in such sentiments as “one’s aim
should be to live as a conscious part of the whole continuous
performance,” and “the one thing true of all life in motion, and
the prime instinct of a live man is to go somewhere and do
something” is best fostered in the wild free mountain-side
surroundings which form much of this story’s setting. At times
his idea is submerged in the deadly atmosphere of Chinatown.
The pendulum swings between these two environments. On the
heights he knows the companionship of a finely-wrought woman,
at the foot of the mountain he confronts conventionality,
inanities, nay more, plot and villainy.
“It is a story of many startling surprises; in fact, there is an
ambush upon nearly every page; that anything like it ever
happened, or could happen, we greatly doubt, but that does not
prevent its being a highly readable melodrama with a style that
comes near to exhibiting distinction.” Wm. M. Payne.
+ Dial. 43: 252. O. 16, ’07. 310w.
“This is a lively novel of adventure without any of the sacrifices
usually considered necessary in stories of this type. Also his

characters, if a trifle heavily emphasized at times, still talk and
behave as real human beings might conceivably comport
themselves under such startling circumstances.”
+
−
Nation. 85: 143. Ag. 15, ’07. 380w.
+
−
N. Y. Times. 12: 540. S. 7, ’07. 510w.
“His new book has some new interesting glimpses of
Chinatown in San Francisco but it is too involved in plot and too
improbable in incident to be altogether satisfying.”
−
+
Outlook. 86: 833. Ag. 17, ’07. 50w.
Ferrero, Guglielmo. Greatness and decline of
Rome; tr. by Alfred E. Zimmern. 2v. *$5.25.
Putnam.
7–25134.
Two volumes which contain “a history of the age of Caesar,
from the death of Sulla to the Ides of March.” “To the author of
these volumes history is drama, with its characters, its passions,
its plot and its setting—above all with its exquisite irony, the
analytical foreknowledge of a Greek tragedy-chorus of which he
is the leader. Roman history is no longer a weary catalogue of
wars and laws, of risings and assassinations, sprinkled with
names which by their very schoolday familiarity have become
meaningless. Still less is it the blind hero-worship of a single
personality to whom is ascribed a purpose and ambition beyond
all human likelihood.” (Acad.)

“Signor Ferrero is a looker-on at this game of cross-purposes,
who can use the eyes of his mind. He overlooks all the hands at
once, and his book is the result of his observation, not of the
platitudes of result, but of the human elements of process. In
reading this book of his, we must feel that it is not the game that
matters, but the players. If he completes his scheme as worthily
as he has begun it, he will have written a more living, a more
actual, history of Rome than any we have encountered up to
now, and we can only hope for him and for ourselves that the
task of translation may remain in Mr. Zimmern’s hands.”
+
+
Acad. 72: 479. My. 18, ’07. 1350w.
“A fresh and vigorous treatment of a great subject, with a new
handling of the evidence, which is not indeed increased, but
estimated afresh. The whole book, though on a trite subject, is
very stimulating even in its vagaries.”
+
+
−
Ath. 1907, 1: 720. Je. 15. 1240w.
“Signor Ferrero is no safe guide in matters where sober
historical criticism is needed. It must be added that in its English
dress his work has many blemishes for which we must hold the
translator responsible.” H. Stuart Jones.
−
+
Eng. Hist. R. 22: 763. O. ’07. 1220w.
“The chief defect of the book is the inclination to disparage the
deeds of Cæsar.”
+
−
Ind. 63: 998. O. 24, ’07. 830w.
“The reader ... cannot help being struck by the force with
which Signor Ferrero puts his argument, and the admirable way
in which he supports it from authorities. Other merits in the work
can only be named, the insight into the social life and psychology
of the Roman people, the full justice done to Lucullus and Cicero,
and the excellent appendices. Mr. Zimmern has done his work

most admirably, and has succeeded in reproducing, in a great
measure, the vivacity of the original.”
+
+
−
Lond. Times. 6: 210. Jl. 5, ’07. 1940w.
“His work is generously planned; it rests upon a familiarity
with the ancient sources of information. It has literary quality
and at times brilliancy.”
+
+
Nation. 85: 305. O. 3, ’07. 6000w.
“Dr. Ferrero argues his points with learning, ability, and entire
familiarity with his facts. His thoughtful work is an important
contribution to the literature of Roman history, and not less so
because it is by an old Italian and based extensively upon the
results of Italian scholarship.” Robert Livingston Schuyler.
+
−
N. Y. Times. 12: 415. Je. 29, ’07. 940w.
“However familiar with Roman history one may be, he will find
an attractive freshness throughout these volumes.”
+ Outlook. 86: 746. Ag. 3, ’07. 470w.
“One of the most noteworthy works of classical analytical
history of recent years.”
+
+
R. of Rs. 36: 636. N. ’07. 110w.
“The work of Signor Ferrero, to-day the foremost of Italian
historians, is in a large measure justified. For he has something
to say, though it is often hard to dig it out. He belongs to the
newer school of historians, who trace not the conscious purpose
of the hero, but the inevitable march of circumstances and
tendencies.”
+
−
Sat. R. 103: 718. Je. 8, ’07. 1590w.

Fiala, Anthony. Fighting the polar ice. **$3.80.
Doubleday.
6–44309.
In recording a two years’ fight with polar opposition north of
the 81st parallel there are bound to be sensationally dramatic
adventures. “It is a record of disaster and defeat. The expedition
which was sent out by William H. Ziegler in 1903 to reach the
pole from a land base in Franz Josef Land, lost its ship, made
three attempts to cross the polar pack by sledge, none of which
lasted more than two or three days, and returned home. The
main achievements of the expedition were a reconnoissance by
Mr. Porter in Zichy Land, and a series of meteorological
observations conducted by Sergeant Long.” (Bookm.)
“Although it does not contribute materially to the fund of Arctic
knowledge, nor offer much in the way of adventure, it will be
found popular with readers of exploration.”
+ A. L. A. Bkl. 3: 41. F. ’07.
“Defects notwithstanding, the volume is a valuable record of a
singularly luckless expedition.”
+
−
Ath. 1907, 1: 445. Ap. 13. 1050w.
Reviewed by E. T. Brewster.
+ Atlan. 100: 261. Ag. ’07. 60w.
“The passages in the narrative which are likely to inspire
popular interest are the leader’s description of a fall into a
crevasse and Mr. Porter’s lively account of a tough sledge-
journey.” Albert White Vorse.
+ Bookm. 24: 480. Ja. ’07. 1190w.
“Is doubtless the most interesting story of polar exploration
yet written in this country.” H. E. Coblentz.

+
+
Dial. 42: 185. Mr. 16, ’07. 1500w.
Ind. 61: 1403. D. 22, ’06. 90w.
+ Ind. 62: 1149. My. 16, ’07. 420w.
“This is the most elaborate and richly illustrated record of polar
explorations since Nansen’s books.”
+ Lit. D. 34: 25. Ja. 5, ’07. 310w.
“Mr. Fiala’s volume is admirably illustrated and his maps are
clear and fairly accurate; but he is too much oppressed with his
troubles and with a strong sense of his responsibilities to be an
entertaining writer.”
+
−
Lond. Times. 6: 115. Ap. 12, ’07. 490w.
“Mr. Fiala’s book, while not contributing materially to the fund
of Arctic knowledge, and while not supplying much in the way of
adventure, may yet be found enjoyable by those who find in
Arctic literature perennial charm. The proof revision is not
perfect.”
+
−
Nation. 84: 44. Ja. 10, ’07. 780w.
+ N. Y. Times. 11: 806. D. 1, ’06. 160w.
“The volume is well-written. The glow of imagination is
diffused through the narrative and the facts worth telling are well
told. Few descriptions of arctic work, conditions, and experience
have been more permeated with readable quality. Some of these
experiences are of the first order of interest.” Cyrus C. Adams.
+
+
N. Y. Times. 12: 25. Ja. 19, ’07. 1890w.
“Although unsuccessful in his quest of the Pole, the brilliant
young leader of this expedition is to be congratulated on his

distinct addition to the general fund of knowledge concerning the
Arctic regions.”
+ R. of Rs. 35: 108. Ja. ’07. 120w.
“We cannot approve of some of the word pictures. They are
obviously not scientific.”
+
−
Sat. R. 103: 372. Mr. 23, ’07. 150w.
Ficke, Arthur Davison. Happy princess and other
poems. †$1. Small.
7–14629.
The title poem which is a poetical romance occupies the first
part of this volume, it is followed by seven poems upon Fancy in
the later days, The return to Avon, To sleep and other subjects.
Fifteen poems grouped under the head of Pilgrim verses, and
evidently inspired by Oriental wanderings complete the contents.
“Mr. Ficke has to learn what to leave out, and to recognize that
even in poetic style the happy phrase is that which flies like an
arrow to the goal, not that which plays about the mark like a
garden-hose, however charming the rainbow tints that sparkle in
its spray.”
+
−
Nation. 85: 36. Jl. 11, ’07. 280w.
“The title poem, written from a mind saturated with Tennyson,
Browning, and Keats, contains many good lines and some fine
images and premises better things to some in spite of such
rhymes as ‘dawn’ and ‘on,’ and ‘love’ and ‘of.’”
+
−
N. Y. Times. 12: 255. Ap. 20, ’07. 190w.

“There is an engaging wistfulness about it and often a rare
sense of beauty. The verse does not in all cases show fulfillment,
but promise always.” Christian Gauss.
+
−
N. Y. Times. 12: 492. Ag. 10, ’07. 200w.
Fidler, Henry. Notes on construction in mild steel;
arr. for the use of junior draughtsmen in the
architectural and engineering professions; with il.
from working drawings, diagrams, and tables.
(Longmans’ civil engineering ser.) *$5. Longmans.
7–26472.
A book for the junior draughtsman which is intended to aid
him in “bridging the gap between the stress sheet and a working
drawing that shall successfully pass the ordeal of criticism in the
shops during construction and in the field during the erection of
the structure. His plan definitely excludes any computations
arising out of the application of mechanics to design, although
hints are occasionally given as to theoretic considerations.”
(Engin. N.)
“While many useful hints are given to the designer regarding
various details as influenced by practical conditions, some are
very general and indefinite in character. The range of illustrative
examples seems to be too narrow to accomplish the author’s
purpose. A comparative discussion of different details used for
similar structures would materially enhance its value to the
young designer or draftsman. In this respect the latter part of
the chapter on columns is decidedly the most valuable.” Henry S.
Jacoby.

+
−
Engin. N. 57: 305. Mr. 14, ’07. 730w.
Field, Walter Taylor. Fingerposts to children’s
reading. **$1. McClurg.
7–11993.
These essays aim to interest parents, teachers, librarians,
Sunday-school workers and all who are concerned with the
education of children. The problem met is that of introducing a
child to eminent writers through their simpler works.
+ A. L. A. Bkl. 3: 120. My. ’07. S.
“One criticism of a general nature: the child in the author’s
mind’s eye would seem to be rather precocious or priggish or
both.”
+
−
Dial. 42: 228. Ap. 1, ’07. 280w.
“Is admirably planned to awaken parents to the crying need of
the best books in the home, and to give practical guidance in
their selection.”
+ Outlook. 86: 140. My. 25, ’07. 150w.
“An unusually useful book for parents who have children just
beginning their education.”
+ R. of Rs. 36: 128. Jl. ’07. 60w.
Findlater, Jane Helen. Ladder to the stars. †$1.50.
Appleton.
6–32359.

Reviewed by Wm. M. Payne.
+ Dial. 42: 15. Ja. 1, ’07. 150w.
“She knows her story well, and she knows her people, and
draws the vulgar, convention-ridden, lower middle class with
their dull and sordid lives, made up so exclusively of raiment and
food, with a certain truthful if incisive cruelty.”
+ Ind. 62: 442. F. 21, ’07. 200w.
Finn, Frank. Ornithological and other oddities.
**$5. Lane.
“A collection of thirty-eight short articles, which have appeared
in various English publications. All but six deal with birds, and
some of the subjects are of unusual interest.” (Nation.) “The
author’s aim has been to bring together all the out-of-the-way
facts about the creatures he writes about, and his choice of
instances has been a very happy one. The chapter on the ‘Toilet
of birds’ may serve as a sample. Herein he discusses the uses of
the birds’ oil-gland, or as he calls it, ‘pomatum-pot,’ and the still
more curious ‘powder-puff’ and ‘comb.’” (Acad.)
“There is not a dull line in the whole volume, while the
illustrations are remarkably good.”
+ Acad. 72: 508. My. 25, ’07. 410w.
“Few of the separate sketches, touching as they do merely the
fringe of the subject under discussion, run any risk of exhausting
either it or the reader. Being drawn mainly from the aviculturist’s
point of view rather than from that of the field naturalist, they
should appeal specially to frequenters of zoological gardens and
museums.”
+ Ath. 1907, 1: 580. My. 11. 900w.

“The width of his knowledge gives some of his essays unusual
distinction.”
+ Lond. Times. 6: 204. Je. 28, ’07. 380w.
“The most valuable portion is that dealing with the birds of
India, a country where Mr. Finn has spent many years.”
+
−
Nation. 85: 356. O. 17, ’07. 310w.
“Despite its title, which we cannot regard as other than cheap,
Mr. Finn’s book is not to be passed over by anyone interested in
observation and fond of birds. Distinguished by a note of
individuality in the observations that are recorded and the
speculations they give rise to.”
+ Sat. R. 104: 20. Jl. 6, ’07. 580w.
“It is to be wished that Mr. Finn would embody in fuller and
more connected form the observations and experience which this
book communicates in a series of more or less closely related
reminiscences.”
+ Spec. 99: sup. 457. O. 5, ’07. 1560w.
Finnemore, John. Jack Haydon’s quest. † $1.50.
Lippincott.
A blood curdling tale “about a mining engineer, an expert on
rubies, who, with a magnificent ruby in his pocket, was on his
way home from India when he suddenly dropped out of sight in
Brindisi. Thereupon his son and two adventurous friends,
believing him to have been kidnapped and carried back ... to a
remote part of India by a wicked native ... started out to rescue
him. And if there is any sort of danger, by wind, or waves, or
wild beasts, or wicked men, through which they did not wade up
to their chins, it is merely because there was not room in the
book’s 300 pages for another incident.”—N. Y. Times.

“Experiences in Burma, which Mr. Finnemore recounts with
skill.”
+ Acad. 71: 607. D. 15, ’06. 20w.
“Barring a marked tendency to verbosity, it is a well-told tale.”
+
−
N. Y. Times. 11: 894. D. 22, ’06. 210w.
+ Sat. R. 102: sup. 7. D. 8, ’06. 120w.
Finot, Jean. Race prejudice, tr. by Florence Wade-
Evans. $3. Dutton.
7–13005.
“M. Finot argues for national peace and fraternity and
endeavors to find argument and reason for universal
brotherhood in the underlying principles and traits of our
common humanity.”—R. of Rs.
“For larger libraries only.”
+ A. L. A. Bkl. 3: 163. O. ’07.
“The general thesis of the writer is sound. Some of the
individual illustrations and bits of evidence are probably
overdrawn or not understood. His discussion of the situation of
the negro in the United States is scarcely fair.”
+
−
Ann. Am. Acad. 30: 155. Jl. ’07. 320w.
“On the whole M. Finot’s work reads smoothly in its English
version. His employment of the destructive method to wreck the
conclusions of anthropologists must be pronounced more
entertaining than convincing.”
+
−
Ath. 1906, 2: 770. D. 15. 220w.

“The net impression of the volume is that of an able but
somewhat too zealous special pleading for a cause that certainly
makes a philanthropic appeal.”
+
−
Dial. 42: 230. Ap. 1, ’07. 310w.
“The book is from first to last uncritical; there is no careful
weighing or discrimination of authorities.”
− Lond. Times. 6: 75. Mr. 8, ’07. 910w.
“M. Finot’s volume, while it does not escape the exaggeration
natural to an enthusiastic advocate, contains much matter that is
of interest to students of international relations and racial
history.”
+
−
Nation. 84: 592. Je. 27, ’07. 910w.
“We observe a few instances of the entire misapprehension of
things in this country. The only ground for adverse criticism [of
the translation] is in the fact that in some cases French words
are retained for which there are fairly adequate equivalents in
English. The work is one which urgently demands an index, the
absence of which is much to be regretted.”
+
−
N. Y. Times. 12: 145. Mr. 9, ’07. 750w.
“Upon some questions of fact, with which the writer of this
paragraph is familiar, the author has certainly failed to tell the
whole truth with impartiality. While recognizing these drawbacks,
we commend this book to the thoughtful consideration of all
students of the race problem. It is far from furnishing a solution
of that problem, but it throws no inconsiderable amount of light
upon it.”
+
−
Outlook. 87: 452. O. 26, ’07. 840w.
R. of Rs. 35: 508. Ap. ’07. 140w.

Fischer, George Alexander. This labyrinthine life:
a tale of the Arizona desert. $1.50. Dodge, B. W.
7–11590.
The aim of this book which portrays the struggles of a
tuberculosis colony in Arizona is to present camp-life as it is, so
that the invalid can judge as to whether he is in a position to
undertake it; to show to the humanitarian and the sociologist
that really great results in saving life and in relieving suffering
can be achieved by a very moderate outlay; to indicate that it is
the duty of the United States government to take the subject in
hand following private initiative.
Lit. D. 34: 469. Mr. 23, ’07. 230w.
“Although any effort to arouse interest in the care of
consumption is entitled to respect, when a treatise of this kind
masquerades as fiction, it is as fiction that it must be judged.
From this point of view ‘This labyrinthine life’ lacks the vitality of
the dime novel without greatly surpassing it in probability or
workmanship.”
− Nation. 84: 246. Mr. 14, ’07. 450w.
“Mr. Fischer has managed to make out of his material a
readable tale that is half novel, half a series of sketches, and
wholly a disquisition upon consumption and its treatment in the
desert region.”
+
−
N. Y. Times. 12: 462. Jl. 27, ’07. 140w.
Fisher, Clarence Stanley. Excavations at Nippur.
(Babylonian expedition of the Univ. of Penn.) 6

pts. ea. pt. $2. C. S. Fisher, Rutledge, Delaware
co., Pa.
Am. Hist. R. 12: 446. Ja. ’07. 60w.
Fisher, George Park. The reformation. Rev. ed.
*$2.50. Scribner.
6–11660.
“The book has been reset in clearer type; the notes and the
excellent bibliography show keen interest in the publications of
the past ten years; tho it must be confessed that the literature of
the previous twenty find a scantier recognition. The text shows
many minor changes, but as the title-page states, it is simply a
revision.”—Ind.
“[The opinion of the reader of it] will necessarily be favorable,
for it has long held a high place, in spite of a certain timidity in
dealing with controverted points, an apologetic tone, which
might suggest, though erroneously, that the convictions of the
author are wavering and weak.” Franklin Johnson.
+
−
Am. J. Theol. 11: 341. Ap. ’07. 160w.
+ Ind. 62: 1470. Je. 20. ’07. 100w.
Fisher, Gertrude Adams. Woman alone in the
heart of Japan. $2.50. Page.
6–39433.

The author with only her camera for company ventured into
the remotest corners of Japan and tells in an entertaining
fashion of her experiences in the smaller villages and towns
where western civilization has not yet penetrated.
“We can only conclude that the authoress was employed by a
yellow editor to paint the boldest of yellow races in her lividest
colours. Her pages are lively, graphic, good-tempered—but never
beautiful.”
− Acad. 73: 745. Ag. 3, ’07. 300w.
+ Ath. 1907, 2: 180. Ag. 17. 340w.
“Her book is more frank and outspoken than the books of
most men regarding this much visited land, and impressions may
be obtained from it that are hardly to be gained from any other
recent work.” Wallace Rice.
+ Dial. 41: 393. D. 1, ’06. 120w.
+ N. Y. Times. 11: 806. D. 1, ’06. 170w.
Spec. 99: 262. Ag. 24, ’07. 50w.
Fisher, Irving. Nature of capital and income. *$3.
Macmillan.
6–32431.
“In five divisions Prof. Fisher treats of the fundamental
concepts of capital and income, capital and income separately,
then together, and, finally, there are summaries of the different
divisions in the last two chapters. Like other books on the
subject, such topics as wealth, property, utility, earnings, etc.,
are dealt with.”—N. Y. Times.

“It must be said that while Professor Fisher presents his
arguments in defense of his conceptions of capital and income
with force as well as with confidence, it is doubtful whether they
will carry conviction to any mind not already prejudiced in their
favor.” Henry R. Seager.
+
−
Ann. Am. Acad. 30: 175. Jl. ’07. 2350w.
“Of little interest to the average citizen. We believe this work
of Professor Fisher’s will tend only to add to the general
confusion in political science.” Robert E. Bisbee.
−
−
Arena. 36: 685. D. ’06. 260w.
+ Ind. 62: 737. Mr. 28, ’07. 390w.
“In point of thorough workmanship and nice finish, the volume
stands in refreshing contrast to much—we had almost said most
—of the economic writing in these days of unlimited license to
produce undigested and undigestible literature. So workmanlike
is his performance that it is with regret that we are unable to
rate the work more highly as a contribution to economic theory.
Highest praise should be given to the author’s discussion of
capital and income accounts and of capital and income
summation.”
+
−
Nation. 84: 346. Ap. 11, ’07. 950w.
N. Y. Times. 11: 653. O. 6, ’06. 280w.
“The ‘dreary science’ has seldom received a breezier
contribution, or one of more original treatment.”
+ N. Y. Times. 12: 235. Ap. 13, ’07. 1370w.
“Has not only a scientific interest for the theoretical student of
economics, but also a human and vital interest for the
accountant and the business man.”

+ Outlook. 84: 632. N. 10, ’06. 390w.
* Fisk, George Mygatt. International commercial
policies, with special reference to the United
States: a text book. (Citizen’s lib.) *$1.25.
Macmillan.
A thorogoing hand-book which provides in a form available for
students of economics and general readers a systematic
treatment of the politics of international commerce. The author
discusses the development of modern commercial politics,
including free trade, protection, customs in all their phases,
commercial treaties, public trade promoting institutions and
navigation politics.
Fisk, May Isabel. Talking woman. Il. † $1.25.
Harper.
7–20962.
Quite as tho he had in reality met this procession of chatterers
and been “talked to death” does the reader lay down Mrs. Fisk’s
book of monologues. It isn’t the woman with the forgivable little
foible, but the voluble one who parades her own selfish interests
to the exclusion of all others. The invalid, At the theatre, The
new baby, A woman inquiring about trains, An afternoon call,
The boardinghouse keeper and Her first trip abroad are
suggestive of humorous as well as true-to-life possibilities for
hits.
“Amusing but trivial.”

+
−
Outlook. 86: 610. Jl. 20, ’07. 20w.
Fitch, Michael Hendrick. Physical basis of mind
and morals. $1. Kerr.
6–38885.
“A primer of socialism ... which makes an effective appeal to
untrained thinkers, and for that reason deserves consideration by
every one interested in exerting counter influence.”—Am. J. Soc.
“On the whole, it must be said that, though the book abounds
with sensible remarks and just criticisms of present social
conditions, it is an example of that pseudo-science which has
brought disrepute upon the social sciences among men of
scientific training; and that the less of such books with scientific
pretensions we have published, the better it will be for the social
sciences.” A. W. S.
−
+
Am. J. Soc. 12: 565. Ja. ’07. 200w.
Reviewed by Franklin H. Giddings.
Int. J. Ethics. 17: 264. Ja. ’07. 90w.
Fitch, William Clyde. Her own way: a play in four
acts. **75c. Macmillan.
7–17031.
The clever four act comedy which Maxine Elliott made famous
is now brought out in book form, dedicated to the actress who
created Georgiana Carley and endeared her wilful personality to
all who watched her romping with her brother’s children, or

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