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Chapter 6 – Organizational Structure and Design
6-113
Copyright ©2015 Pearson Education, Inc.
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.
Management Myth
MYTH: Bureaucracies are inefficient.
TRUTH: Bureaucratic organizations are still alive and well and continue to dominate most
medium-sized and large organization.
SUMMARY
This chapter discusses the key concepts and their components and how managers create a
structured environment where employees can work efficiently and effectively. Once the
organization’s goals, plans, and strategies are in place, managers must develop a structure that
will best facilitate the attainment of those goals.

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I. WHAT ARE THE SIX KEY ELEMENTS IN ORGANIZATIONAL DESIGN?
Learning Catalytics Question: Instructor Directions and Follow-Up
Question
Type
Question Answer/Response For the Instructor
Word
Cloud
What are the six
key elements in
organizational
design?
Options: work
specialization,
departmentalization,
authority,
responsibility and
power, span of
control,
centralization and
decentralization,
and formalization
Use this at the start of class to aid
students' recall of the six key elements of
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.

6-115
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.
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.

6-116
(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, advice, and
generally reduce some of their informational burdens.
(d) Exhibit 6-4 illustrates line and staff authority.
7. What is Unity of Command?
a) 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.
b) An employee who has to report to two or more bosses might have to cope with
conflicting demands or priorities.
c) Therefore, the early management writers argued that an employee should have
only one superior (Unity of command).
d) 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.
e) The unity of command concept was logical when organizations were
comparatively simple.
f) There are instances today when strict adherence to the unity of command
creates a degree of inflexibility that hinders an organization’s performance.
8. 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.

6-117
d) Authority is but one element in the larger concept of power.
9. 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.
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.

6-118
(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.
E. 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.
A Question of Ethics
A small percentage of companies are revealing to employees details about everything from
financials to staff performance reviews. Advocates of this approach say it is a good way to build
trust and allow employees to see how they are making contributions to the company. Critics say
open management can be expensive and time consuming. As work becomes more collaborative
the sharing of details may become inevitable.
Questions for students to consider:
• What ethical issues they see in the case?
• What are the implications for (a) managers and (b) employees?

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F. 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.
G. 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.
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.

6-120
II. WHAT CONTINGENCY VARIABLES AFFECT STRUCTURAL CHOICE?
Learning Catalytics Question: Instructor Directions and Follow-Up
Question
Type
Question Answer/Response For the Instructor
Region Families are
organizations that
function best when
roles and
responsibilities are
clearly defined.
Was your family
more mechanistic
or organic?
There is no correct
answer.
Use the structure of the college/university
to explain how organizations function.
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.

6-121
(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.
b) Certain structural designs work best with different organizational strategies.
2. Accordingly, organizational structure should follow strategy. If management
makes a significant change in strategy, it needs to modify its structure as well.
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.
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) For example, your tablet or smartphone has a standardized assembly line.
b) For example, your resume is custom design and print.
c) For example, your bottle of Ibuprofen was manufactured using a continuous
flow production line by the pharmaceutical company.
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

6-122
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.
Discuss This:
• Why is (a) mechanistic structure more appropriate for an organization with routine
technology and (b) organic structure more appropriate for an organization with
nonroutine technology?
• Does Woodward’s framework still apply to today’s organizations? Why or why not?
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.
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.
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.

6-123
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.
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.

6-124
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 advantages of that are that employees can be deployed rapidly to
respond to environmental changes, no ridged hierarchical structure to slow
down decision-making, managers serve as facilitators, mentors, and coaches to
eliminate or minimize organizational obstacles.
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.
4. What is a boundaryless Organization?
a) A boundaryless organization, coined by former GE CEO, Jack Welch, is not
defined or limited by boundaries or categories imposed by traditional
structures.
b) It blurs the historical boundaries surrounding an organization by increasing its
interdependence with its environment.
c) There are two types of boundaries:
(1) Internal—the horizontal ones imposed by work specialization and
departmentalization and the vertical ones that separate employees into
organizational levels and hierarchies.
(2) External—the boundaries that separate the organization from its customers,
suppliers, and other stakeholders.

6-125
5. A virtual organization consists of a small core of full-time employees and outside
specialists temporarily hired as needed to work on projects.
6. 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.
Discuss This:
• What benefits do you see with being able to do work anywhere, anytime? (Think in terms of
benefits for an organization and for its human resources.)
• What other issues, besides security, do you see with being able to do work anywhere,
anytime? (Again, think about thisfor an organization and for itsemployees.)
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.
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.

6-126
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, 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 their computer.

6-127
a) Telecommuting 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 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 means
of organizational restructuring, 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.
REVIEW AND APPLICATIONS
CHAPTER SUMMARY
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

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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.
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.
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.
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.
DISCUSSION QUESTIONS
6-1 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

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decisions are typically made by senior managers. Organization design applies to any type of
organization.
6-2 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.
6-3 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.
6-4 “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.
6-5 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.
6-6 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.

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6-7 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.
6-8 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.
6-9 The boundaryless organization has the potential to create a major shift in the way we
work. Do you agree or disagree with this statement? 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.
6-10 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.
Management Skill Builder: Increasing Your Power
One of the more difficult aspects of power is acquiring it. For managers, the more power they
have the more effective they are at influencing others. What can one do to develop power? In this
section students will learn about their power orientation in relation to Machiavellianism.
Students will also practice skills based on French and Raven’s Five Bases of power.
Teaching Tips:
Personal Insights
When most people hear the name Machiavelli they automatically associate it with
something negative. The Machiavellianism personality inventory is much the same way.
High-Machs are described as likely to manipulate more, win more, are persuaded less,

6-131
and persuade others more than do low-Machs. But historians emphasize that several of
Machiavelli’s ideas on leadership have been taken out of context, such as “it is better to
be feared, than loved.” When discussing this assessment with students ask if some of
these traits are necessary for management. Take for example, question 8, “There is no
excuse for lying to someone else.” Discuss with students if it is acceptable for managers
to not disclose the entire truth in certain situations.
Skill Basics
This section reviews seven sources of power.
• Coercive
• Reward
• Authority
• Information
• Expert
• Reward
• Charismatic
Skill Application
Margaret, like most employees, engaged in impression management to strengthen her
position and power base in the organization. By volunteering to undertake the project, she
is putting herself out in front of other employees in the hopes that this will give her added
leverage in the future. According to the case, Margaret has also increased her expert
power by becoming knowledgeable and taking addition training in areas important to the
organization. Is there anything she should have done differently? Most students will point
out that blaming the delay on someone else was not ethical (if it didn’t happen).
However, this is a common tactic in impression management so that employees will not
lose face. Be prepared for students to complain that there isn’t enough information
regarding how she built a power base to evaluate her skill. Brainstorm with students what
things she should do, specifically in this type of business, to build a power base.
Skill Practice
6-20 What can you do to improve your Mach score? Create a specific one-year plan to
implement a program that will lead to an improved score.
6-21 Identify someone—a boss, coworker, friend, parent, sibling, significant other—
with whom you would like to increase your power. Determine what tactic(s) might work,
then cautiously practice your tactic(s).
Experiential Exercise
Ontario Electronics Ltd.
To: Claude Fortier, Special Assistant to the President
From: Ian Campbell, President
Subject: Learning Organizations
It is important for organizations to be responsive to customer and marketplace needs. One of the

6-132
approaches discussed is becoming a learning organization. Recent information convinced him
that his company’s future may well depend on how well we’re able to “learn.”
Ian would like you to find some current information on learning organizations.
Teaching Tip: There are two good books that I would suggest for student:
1. Senge, P.M. 1990. The Fifth Discipline. London: Century Business
2. Argyris, C. 1999. On Organizational Learning. 2nd Ed. Oxford: Blackwell
Publishing
Students should also be encouraged to use their library’s on-line database to search
articles for the learning organization. Students may find summaries of Senge’s ideas on
some internet sites of companies that specialize in organizational development
Case Application 1: A New Kind of Structure
Discussion Questions
6-22 Describe and evaluate what Pfizer is doing with its PfizerWorks.
Pfizer has outsourced menial tasks to another company allowing employees to focus on
the most important parts of their job. According to the case this seems to be working
great and Pfizer employees are pleased with the outcomes.
6-23 What structural implications – good and bad – does this approach have? (Think
in terms of the six organizational design elements.)
Work specialization – the case clearly shows how the outsourcing of menial tasks is
allowing employees to focus more on the specific jobs they were hired to do that they
have expertise in rather than spending time on less important tasks.
Departmentalization – Does not really apply here.
Authority and responsibility – Authority does not seem to be altered in this case but the
responsibilities or each employee may be different now since they can shift some of the
work-load to the outsourcing firm.
Span of control – this may different because manager may be able to widen their span of
control with since they may have more time to focus on the support/management aspects
of their jobs as opposed to spending that time competing reports, etc.
Centralization/decentralization – the case seems to demonstrate some decentralization
where individual employees make decisions about what work they want to outsource or
not.
Formalization – The case describes evidence of low formalization because employees can
chose what work to outsource so they have more control of how and when work gets
done.
6-24 Do you think this arrangement would work for other types of organizations? Why
or why not? What types of organizations might it also work for?

6-133
Responses will vary across students but look for them to cite examples from the text in
their answer.
6-25 What role do you think organizational structure plays in an organization’s
efficiency and effectiveness? Explain.
Student’s answers may vary but one example might include the following: The structure
of an organization plays a large role in how efficient or effective a company is. Structure
dictates who does what, when and how they do their work and where the work goes once
it has left that employee. Structure determines the levels in an organization and how
communication flows through a company. If the structure is rigid with many levels then
communication may take more time to pass through all of the levels or vice versa.
Case Application 2: Volunteers Work
6-26 What do you think about using “volunteers” to do work that other people get paid
to do?
Opinions of using volunteers at work may vary, but it should be emphasized that many
companies regularly use volunteers to supplement their workforce. Who hasn’t heard of
volunteer firefighters? Some volunteers work because they feel attached to the cause or
goal of the organization (i.e. the Salvation Army Bell Ringers or volunteers at the SPCA),
and others may volunteer to learn a skill and build their resume (i.e. interns). Volunteers
sometimes receive benefits, which makes the idea of working for ‘free’ more palatable.
Volunteers may gain access to company resources (i.e. access to beta versions of
software).
6-27 If you were in Mark Studness’s position, what would you be most concerned about
in this arrangement? How would you “manage” that concern?
Answers to this question should address control and conflict. With regard to control, the
following issues might arise: 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? With regard to conflict: How do employees feel about the
volunteers? How do the volunteers feel about the employees? Are there some equity
issues involved with regard to compensation or the lack there of? On managing
volunteers, control systems should be in place to assure the quality of their work. If
volunteers are unable to meet expectations then they can be removed, which may mean
losing the benefits cited in question 1.
6-28 How do these “volunteers” fit into an organization’s structure? Take each of the
six elements of organization design and discuss how each would affect this structural
approach.

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Verizon’s volunteers are operating in a specific role for the organization and do not fit
into the traditional organizational structure. They have no power to manage other
employees and do not have decision making authority over organizational plans. For
specialization, it would be high, for departmentalization it would be product, for authority
and power it would be low, for span of control it would be zero, for decision making it
would be centralized, and for formalization it would be high.
6-29 Do you think this approach could work for other types of work being done or in
other types of organizations? Explain.
What make this situation unique is the Web-based structure and boundaryless nature of
Web forums. While managers may see the potential benefit of this program, the
technological challenges for personnel with the experience may be difficult.
As addressed in question 1, many organizations currently use volunteers. Get students to
think of other companies that use volunteers and examples where volunteers should not
be used.
Case Application 3: You Work Where?
6-30 Evaluate Yahoo!’s new work initiative. Did it have to be an “all or nothing”
proposition? Discuss.
Student’s answer will vary but one example might include something like the following.
Yahoo is in need to great change so the “all of nothing” proposition was probably a good
decision. It will help create and maintain a sense of community and support. Employees
can collaborate more effectively if they are working close to one another. Managers can
better follow-up on each employee’s work and their productivity from an office setting
than if the company is mostly working remotely.
6-31 What can managers and organizations do to help employees who work from home
be efficient and effective?
Managers and organizations need to create clear work standards and a performance
review process that rewards key performance indicators. If employees know what the
rewards are based on then they are more likely to work hard to achieve them. Also,
managers need to check in with telecommuters regularly to make sure everything is going
well and that they are getting their work completed.
6-32 Take the three main concerns—productivity, innovation, and collaboration. From
the perspective of management, how do you think flexible arrangements stack up? How
about from the employee’s perspective?
If performance standards are clear then productivity should not be a problem. Innovation
and collaboration will not be as prevalent in a flexible work environment because people
will not see co-workers on a regular basis thus limiting new ideas and opportunities to

6-135
develop new things together. Form the employee’s perspective the same is probably true.
Employees may feel more isolated and that collaboration is not really an option.
6-33 Is “face-time” (that is, showing up atwork to be seen by your boss and others)
critical to one’s career? Discuss.
Responses from students will vary.
6-34 Is being able to work remotely important to you? Why or why not?
Responses from students will vary.

Other documents randomly have
different content

The Looking-Glass Once More.
Mr. Editor:—I cannot think, as Mr. Nesbit does on pages 80, 81 of
the last number of the Journal, that either one of his suppositions in
regard to the old woman’s bees, would do to rely upon. It is not at
all likely that a queen so defective as to be unable to fly a distance
of two hundred and fifty yards, would ever have been found where
this one was.—And as to there being two or more young queens
with the swarm, that may be true; but that they went with that
swarm in sufficient numbers to divide them on the apple tree, is
positively an erroneous idea. The swarm was followed from the
apple tree on which a portion of them was first discovered, to the
one on which they clustered last, and they did not seek a place so
hidden from view as to make it difficult even for me to see that they
selected a bare limb on which to settle. They were hived without
difficulty, but proved to be bent on pitching their tent in some other
section, by leaving the old box hive unobserved the next day.
As to the “knot” theory, I have nothing more to say—than that, if
tried right, it will prove equally true with the inverted glass theory.
But as to the looking-glass having nothing to do with stopping a
decamping swarm of bees, it is a grand mistake. In conclusion, I
append a portion of two letters which are before me, showing that I
am not the only man that places some confidence in a good thing.
“Bellefontaine, Ohio, June 25.
“At the time of swarming, I never allow noise of any kind, and have
never had a swarm that did not settle. If the apiarian sees his bees
rise high and act as though they were going to leave, the reflection
of a mirror thrown in among them, is the most efficient means that I
know of to make them alight.”

“Winchester, Ohio, June 21.
“If the apiarian finds that they will not settle, all that is necessary is
for him to take a looking-glass and place it in such a position that it
will reflect the rays of the sun among the bees, and they will
generally settle immediately.”
I write for the American Bee Journal for a purpose different from the
object of a teacher, and when I appear as such, will be willing to
wear a garb that will not fit Ignoramus. But, at the same time, if
anything from me serves the purpose of teaching, it will be all right
with your brother in bee-culture best known as
Ignoramus.
Sawyersville, N. C., Oct. 1, 1870.
[For the American Bee Journal.]

More About the Looking-Glass.
I see on pages 34 and 35, Vol. VI of the A. B. Journal, that Mr. H.
Nesbit seems to doubt the efficacy of the looking-glass for stopping
a swarm of bees. I would like to tell him an instance, and see if he
doubts longer. A near neighbor of mine was at work for me one day,
when his wife called him, for the bees were swarming. We went to
his house and the bees were just clustering on a tree near by. He
got a hive and was going to hive them, when they started to go off.
He took a large looking-glass and ran to get up with them, for by
this time they had got fifteen or twenty rods from where they had
clustered. He reflected the rays of the sun upon them, and they
soon began to think of lighting. As there were no trees near by, they
began to cluster on his hat; and he, being somewhat afraid of bees,
made good time for the house, I assure you. They then settled on a
post in the fence near by, and were hived. In about an hour they
concluded to try for the woods again; but the looking-glass brought
them down once more, and they were hived a second time. In two
hours after they started the third time. It being cloudy at the time,
they made their escape, as the looking-glass would not work without
the sun. Now, was the queen tired or defective, or was it the
looking-glass that proved efficient? There were several persons,
nearly a mile distant, who saw the reflected rays of the sun, their
attention being called from their work by the brightness of the
reflection. I am inclined to think it was the looking-glass, instead of
the queen being tired or defective. I have since tried it, and never
failed to stop a swarm when the sun shone.
G. M. Doolittle.
Borodino, N. Y., Sept. 13, 1870.

Pösel says that if a colony has suffered from hunger for twenty-four
hours, the fertility of the queen will be greatly impaired, and never
be recovered.
All futures are possible to Young Samson. The lion in his path he
throttles, turning his carcass into a bee-hive.

The Hive Question.
This question has again been revived for discussion in the Journal,
and several of our patentees and vendors have made pretty free use
of its columns for “blowing” their particular inventions and wares.
Prominent among them is Mr. J. H. Thomas; and as I have had some
experience with his hive, I wish to have my say about it in particular,
and other hives in general. Mr. T. has gotten up a neat and
substantial hive, and has admirably adapted the use of frames to the
old form of the common box-hive—tall in proportion to its length and
breadth. The frames are fixed in their relation to each other, but are
as easily moved laterally, when desired, as the frames of any other
hive. As there are only eight frames, they can be taken out and
examined, when looking for queens, &c., quicker than can be done
with hives containing a greater number of frames, and this seems to
be considered by some as of great importance. But I do not consider
facilities for looking up queens, the most important requisite of a
good hive; and I find in the fact of its having so few frames a very
serious objection. In order to have the proper number of square
inches of comb in a few frames, they have to be made comparatively
large, which is the case with these. The frames are so large that, in
very hot weather, when the hive is exposed to the sun, and the
combs are full of honey, they break down and fall out of the frames,
making a very undesirable muss in the hive. I have had this to
happen repeatedly, even in his “double wall self protecting hive,” so
called, with all the ventilation that could be given it. By the way, he
has lately made a change in the ventilation, by enlarging the
entrance (an improvement) and by closing the inch and hole covered
with wire cloth, in the bottom board, and making another in the
back and about an inch above the bottom board. I do not know
which is according to “scientific principles,” and whether an
improvement or not. It is true this breaking down of combs might be

prevented by shading the hive; but the “best hive in America” ought
not to require this, as we do not always want our hives shaded.
There are several other minor objections to Mr. T.’s hives, but a still
more important one will be mentioned presently.
Five years ago Mr. T.’s hive might have been considered a very good
one, but “the world moves,” and no single department has made
greater strides of progress in the last ten years than apiculture. His,
and all similar hives, lack one important feature to make it adapted
to the present wants of all progressive bee-keepers. No hive should
now claim perfection without being easily provided with extra frames
for surplus honey to be used in the honey extractor, and these
frames should be of the same size as those in the body of the hive.
It should be well adapted to the use of the division board, with room
at side or ends for surplus frames, or be easily and conveniently
converted into a two-story hive, with frames in the upper story the
same size as below.—Tall hives with large frames are not well
adapted to this purpose. The two-story Langstroth works well. Mr.
Gallup’s and Mr. Truesdell’s style of hives can be easily arranged with
additional frames at each end, or on top, or both. Now, I do not say
that any and every hive thus arranged is perfect, but that no hive
should lay claim to being the most perfect hive made, without being
adapted to such an arrangement; for it is important to give for the
breeding capacity of the queen, and to furnish a sufficient amount of
empty combs for the accumulated workers, and thereby obtain the
greatest yield of honey with the extractor, or without it.
Besides “puffs” of particular hives, we have numerous articles on
general principles to be observed in their construction—some
approving and some condemning the shallow form of the Langstroth
hive. In the August number, Mr. J. W. Seay pitches into the shallow
hives on general principles and preconceived theories. Now, theories
do well enough for fine talk, and are good when substantiated by
facts. But facts are the things for the practical man, and one fact is
worth a dozen theories. Mr. S.’s theory and deductions therefrom, in
regard to the production of early brood, I do not find confirmed in

my experience and observation; and the facts of the case warrant a
very different conclusion. A tall hive is thought best for wintering out
doors, for we know the bees will place their stores above them when
there is room. We know, also, that they do not cluster on the honey,
but below it, and the heat from them ascends and makes their
stores more accessible in cold weather. But how is it with the
breeding early in the season? Mr. S. says, “the bees in order to hatch
brood as the weather becomes warm in the spring, will cluster at the
larvæ end of said combs, &c. Now what he means by the “larvæ”
end of the comb, I do not exactly know. If he intends to say that
they cluster at the bottom of the brood comb, so that the heat will
ascend and warm up the upper part of the brood comb for the
extension of brood, facts do not warrant the assertion; for it is well
known that bees do not commence breeding at the lower end of the
comb, except in a very rare case, when they have had the hive full
of honey and have consumed none or only very little during the
winter. As a general thing, they commence breeding near the centre,
and frequently in the upper part of the hive. I have known them, in
the Thomas’ hive, to commence breeding within two inches of the
top bar, with plenty of honey at the sides. Now, when breeding is
commenced near the top, the extension of brood in a tall hive must
be chiefly downward—away from the heat generated in the cluster,
instead of towards it. And for this reason, as the warmth of the
cluster will be diffused laterally more readily than it will extend
downwards, more rapid breeding will be induced in the shallow hive
than in the deep one. This accords exactly with the facts of the case.
If Mr. S. only means that the bees cluster on the larvæ and around
it, he is correct; but this does not alter the conclusion. In stating
that the bees will cluster and commence breeding in one end of the
low hives, leaving the other end empty and cold, Mr. S. does not
fairly state the case. They generally cluster near the centre of the
hive, and the heat will radiate towards both ends.
But, we have had enough of theory. How stand the facts? I have had
Mr. Thomas’ hive—one of the best of the tall ones, and the
Langstroth hive, side by side, for several years. Last winter I

prepared eight of each kind for wintering on their summer stands,
somewhat similar to the plan recommended by Mr. Langstroth. In
the latter part of the winter one colony in a Langstroth hive was lost,
not from any fault of the hive, but from my carelessness. At the
opening of the spring, a thorough examination was made of each
hive, with the following comparison: First—loss of honey was about
alike in each kind; some of each had nearly exhausted their stores,
while others of each kind had more than enough, so that when
equalized all had plenty. Second—loss of bees: In the Langstroth
hives this was light. In four of them a spoonful of dead bees could
not be found. The other three had a few dead bees. In one of the
Thomas’ hives no dead bees were found. In two others not a great
many, but more than in the worst of the Langstroth hives. The other
five had a great many dead bees. The colonies were much reduced
—one to a mere handful, with frames and hive badly soiled with
their discharges, had to unite it with another hive. The T. hive that
had no dead bees, was in a fence corner, nearly buried in snow all
winter. Third—mould on combs. In all the Thomas’ hives there was
more or less mould, except one. No mould in any of the Langstroth
hives. Fourth—quantity of brood. Decidedly the most in the
Langstroth hives, at the time of the examination, and it increased
faster, and they swarmed earlier than the tall hives. My first swarms
came from the flat hives every season. It may be said that the
colonies in the flat hives, having lost only few bees in the winter,
were stronger and would generate heat and naturally increase faster,
and swarm earlier from this cause. I grant it; but one of the tall
hives lost no bees, and was very strong, and yet did not breed as
rapidly as the other.—I make this statement without favor or
partiality. I expected a different result. I have no hives—patented or
unpatented, no territory, or interest in any patent, to sell.
I have made a hive on the plan of Mr. Gallup and Mr. Truesdell;
which I believe possesses many advantages, and is capable of being
used more ways, with the same size frame for all the different styles,
than any hive I have seen described. The brood apartment is the
plain box of Mr. Gallup—eleven inches wide, fourteen inches deep,

eighteen inches long, or as much longer as may be desired. The
frames are hung across the narrow way. I have given greater depth
and less width than my model, because I wanted to winter out-
doors, and because I wanted to use the same frames-in a non-
swarmer, with two tiers of boxes at sides. We can use this hive—1st.
as a simple frame hive, with large room on top for surplus boxes.—
2d. By extending the length to any desired number of frames,
frames for surplus honey may be put in each end, for emptying with
the extractor.—3d. It can be easily made a two-story hive, with
frames in the upper story the same size as in the lower one.—4th.
By having movable side-boards, it may be made a non-swarmer on
Mr. Quinby’s and Mr. Alley’s principle, and piles of honey boxes may
be put on the sides and top. I have one made this way with thirteen
frames, sixteen five pound boxes form the sides, and three twelve
pound boxes on top, all enclosed in a suitable case. This is made
somewhat like Mr. Alley’s hive; but I think is better than his. To avoid
one extreme—the flat form, he has gone to the other, and has his
hive too tall and too narrow. From all that I have read from our best
German and American writers on the subject, I think I have hit the
“golden mean” of width and depth. The great beauty of it is that the
same frame can be used in all the different styles; and that we may
have a variety of hives with but one size of frame.
I call this hive, with its non-swarming and box arrangement, the
“Quinqueplexal-Duplex-Combination-Non-patented-Superfluous-Honey-
producing-hive.” It is said “there is nothing in a name,” but if I could
only get friend Price’s “Reversible-Revolvable” attachment, with the
privilege of adding the name, there would be considerable
improvement in adopting this compellation for the modified
arrangement.
Thaddeus Smith.
Pelee Island, Ontario, Sept. 10, 1870.

The Thomas Hive.
Mr. Editor:—I wish, with your permission, to correct some few errors
which have appeared in the Journal with regard to the Thomas hive
in Canada.
Mr. J. H. Thomas, in the July number of the Journal, says—“It is the
principal hive in use in Canada.” Again, in the correspondence of the
Bee Journal, September No., page 71, Mr. H. Lipset says—“The
Thomas hive is all the go in Ontario.” How is it that men will make
such extravagant statements? Now for a few facts, as the bee-men
say.
One of my neighbors, an intelligent and scientific bee-keeper, having
been bred to the business, received a hive from Mr. Thomas, and
after giving it four or five years’ trial, says he would not use the
hives if he could get them for nothing.
A Mr. Conger, of this county, whose son was an agent for the
Thomas hive, told me lately that he had thrown the Thomas hive
aside, in favor of a hive similar to Langstroth’s shallow form.
Mr. Walter Taylor, of Fitzroy Harbor, Ontario, formerly an agent for
the Thomas hive, wrote me last winter that he would get his bees
out of the Thomas hive as soon as possible, as he had found the
shallow Langstroth hive was “just the thing.”
I know of no person, making bee-keeping a “business,” who uses
the Thomas hive. After all, the Canadian bee-keepers ought to feel
proud of having a man among them who has produced the “best
bee hive in America.” Where are Dr. Conklin, D. L. Adair, and J. M.
Price with his revolvable, reversible—and so on to the end of the
chapter? Echo answers—nowhere!

This has been a good year for bees in this part of Ontario. Yet a man
living five miles from here, and using the Thomas hive, says it has
been a very bad season.
I commenced in the spring with forty-five hives, several of them
being very weak from want of honey. I now have eighty-seven good
stocks and sixteen hundred (1600) pounds of box honey, besides
about ten frames full. Two stocks that did not swarm produced
eighty-five (85) pounds each, of box honey. My first swarm of the
season, which came off June 13th and was put in an empty hive,
stored sixty-six (66) pounds of honey in boxes, besides losing a
frame of honey which melted down with the extreme heat which
prevailed this summer.
The foregoing, of course, does not come up to the big stories we
read in the Journal; but it is very good for this section of Ontario,
and pays very well.
My hives contain nine frames, 16¾ inches long and 8½ inches deep,
inside. The frames run from front to rear. The hive is similar in shape
to Langstroth’s shallow form. I obtain earlier swarms and more
surplus honey than any other person in these parts using a deeper
form of hive. While I put boxes on the top I would not use any other
form of hive. I think that Alley’s new style of Langstroth hive is the
best for obtaining surplus honey in boxes that was ever invented. I
constructed two hives last year, as an experiment, similar to Mr.
Alley’s. One of these gave me the sixty-six pounds before
mentioned.
W. Baker, in the September correspondence of the Journal, says that
his bees swarmed without making any preparation. Many of mine did
the same thing this summer. In opposition to this, on examining a
hive five days after a swarm left it, I found a laying queen, and from
the number of eggs I saw, I should think she had been laying
twenty-four hours at least.

In looking over the Bee Journal, I am surprised to see that so many
bee-keepers still use a pan of chips, old rags, rotten wood, &c., with
which to smoke their bees. I use a pipe, which for convenience and
efficiency, I think cannot be surpassed, notwithstanding Mr. Thomas
to the contrary. It consists of a tin tube, six inches long and one inch
in diameter, having a funnel soldered to the inside, about 1½ inches
from one end, as shown in the annexed figure:
The funnel or cone is punched full of small holes. Into each end of
the tube a bored plug, a and b, is nicely fitted. The plug b is cut so
as to be easily held between the teeth. To get the smoke, draw out
the plug b, fill the space c with some combustible material, then with
the plug a in the mouth, it may be lighted with a match, like a
common pipe. When lighted, insert the plug b in its place, and blow
away. I have used cut tobacco till lately, but now find dry corn silk
much better. The advantage of this pipe is, that it can be held in the
mouth, and the smoke directed where it is wanted, while the hands
are free to operate with. This is a great convenience, especially in
taking off boxes.
George Cork.
Bloomfield, Ontario.

Shallow Hives, or Deep?
Mr. Editor:—In the September number of the Journal, Dr. B. Puckett
criticises an article of mine in the July number, and asks me to
explain wherein the shallow Langstroth hive is lacking.
When I wrote the article referred to, my object was to show that the
shallow hive could be altered to a different form, and that those who
were using it, and considered it too shallow, need not throw their
hives away. I said it was not a good hive for wintering in the open
air, or for early spring. I did not think it necessary to give my
reasons in detail, why it was not good; for that matter I considered
had been already fully discussed in the Journal. But as Dr. P.
requests it, I will explain.
For wintering in a cellar, the hive is perhaps good enough. But I do
not want to be obliged to house my bees. Sometimes I have plenty
of room in the cellar, and sometimes not. If the hives are of suitable
form for wintering in the open air, I can let them remain out, when it
is not convenient to carry them in. But the great objection to them is
in early spring. Dr. P. asks if it is the fault of the hive that the old
bees die off, or that bees are destroyed by cold winds? Of course it
is not. But if a swarm is not breeding enough to make up that loss,
there must be a fault somewhere. When we take bees from the
cellar, we expect that they will have brood in all stages, from the egg
just laid to young bees just gnawing out. We expect too that the
queen will continue to deposit eggs, even more rapidly, because of
the excitement produced by the bees flying, and especially if they
are fed rye meal, as mine always are. I said, after they had been out
a month, there appeared to be fewer bees than when first carried
out. We expect a loss the first day or two after taking them out, but
soon afterward, the bees should be increasing; and at the end of a

month, which brings it into April, there should be a decided increase.
In deeper hives, according to my experience, it is so; and the deeper
the hive the greater the increase.
The reason why the shallow hive is not good for early spring, as I
understand, is this: as soon as severe weather is past, we want to
confine the animal heat as much as possible to the hive, that the
bees may breed rapidly. Consequently we shut off all upward
ventilation. The coldest part of a hive is near the entrance and so
along the bottom board. The farther the bees get from the bottom,
the warmer they find the temperature. These hives being so low,
before the bees get out of the way of the cold air coming in at the
entrance, they are bumping their heads against the top. And,
instead of spreading the brood in a circle, which is the best form to
economise heat, they are obliged to carry it along horizontally, and
after all work at a disadvantage.
In a tall hive they can draw up and get well out of the way of the
cold air from the entrance. The top of the hive being small, the
animal heat, brood, and bees are all compact, and in the best
condition for rapid breeding. The faster they breed, the faster they
can breed, as there are more bees to keep up the heat; and as it
naturally ascends, the smaller the hive is across the top, the more
compact the heat will be kept.
A friend, who for some years has been using a very tall hive, after
trying for a long time to persuade me to use some of them, finally
gave me one in the spring of 1868, and requested me to put a
swarm into it. Says he—“You may let it stand anywhere through the
winter; the bees will be sure to do well.” I have used it, and found
that the bees increase in it nearly twice as fast in April and May, as
in the shallow hive. The result is the same in his apiary.
Mr. Alley, who at one time so vigorously advocated the shallow hive,
has since become convinced of his error, and invented what he calls
the new style Langstroth hive. The shallow frames are set up

endwise, which gives it extreme depth. In the September number of
the Journal, 1869, page 54, he says—“I examined fifty stocks of
bees in shallow hives last spring (and many of these were larger
colonies than any I had); but none of them had as much sealed
brood as mine.”
When he first got up this hive, and before any of them had been
used, a friend of his had one, and was requested by Mr. A. to show it
to me and get my opinion upon it, not letting me know where it
came from. I refused to express an opinion, except on the point of
wintering, in which I considered it could not be beat.
The great depth of combs, together with the protection given by the
outer case, makes it one of the best hives for wintering that I have
seen. It has a large amount of box room for surplus honey, which is
needed for a swarm that has been well wintered, and that has
increased well during the spring. But let him just turn the frames
down to a horizontal position, making it a shallow hive, and I will
guarantee that one-half of the box room will be ample.
I have attempted to explain wherein the shallow hive is lacking, and
now have a favor to ask of Dr. P. He says: “The Langstroth hive
could be made deeper very easily, without Mr. R.’s patchwork.” Will
he tell us how it can be done, and still retain about the same
number of cubic inches?
Calvin Rogers.
West Newberry, Mass., September 10, 1870.
Honey is the most elaborate of all vegetable productions.

Wintering Bees.
We republish the following from the A. B. J., Vol. IV., page 109, at
the request of a number of new subscribers. We regard it as
probably the least troublesome and most successful mode of out-
door wintering yet devised.
It is settled beyond a doubt in my own mind, by the experience of
others as related in the Bee Journal, and by my own experience for
several years in the apiary, that bees to winter well, must have
sufficient ventilation to carry off the excessive moisture which
accumulates in well stocked hives. This moisture arises partly from
the exhalations from the bodies of the bees, but mostly, I think,
from the surrounding atmosphere, which constantly holds in
suspense a greater or less amount of moisture, according as its
temperature is higher or lower. The warm atmosphere of the hive is
capable of holding a considerable quantity, until it is condensed by
coming in contact with the cold walls of the hive, at some distance
from the cluster of bees. There it condenses, first into minute drops
of moisture, and afterwards, if the cold increases, into frost. The
constant accumulation of the quantity, by repeated thawing and
freezing in a hive that has no efficient means of ventilation,
gradually encroaches on the space occupied by the bees, finally
reaching those on the outside of the cluster. These grow benumbed,
cease to eat, lose their vitality, grow cold, the frost forms on their
bodies, and they die where they stand. The frost continues to
penetrate the cluster, if the cold weather is prolonged, until finally
the last bee dies covered with frost. The warm days of spring then
melt this frost, and on examination, the whole mass of bees are
found dead and as wet as if just dipped from a basin of water. I
found one hive in that condition last spring. The entrance to this hive
was left open, but the honey-board was left on tight, without any

upward ventilation, as an experiment. All my other colonies wintered
well on their summer stands, having their entrances open three or
four inches wide, and the front and rear openings in the honey-
boards (half an inch wide, and extending the whole length of the
hive) uncovered, but the middle opening closed.
For the coming winter I have adopted Mr. Langstroth’s plan with
some modifications. I shall omit the outside covering of the hive,
believing that it is better to have the hive of a single thickness of
board, say seven-eighths of an inch, in order that the heat of the
sun may easily penetrate it, and warm up the hive almost daily, thus
giving the bees an opportunity to bring to the central part of the
hive fresh supplies of food from the outer combs. This plan may lead
to a somewhat greater consumption of honey; but if a swarm of
bees will give its owner from fifty to one hundred pounds of surplus
honey in a season, as mine have done the past summer, he ought to
be entirely willing to have them eat all they need during the winter.
At all events, one of two things must be done, to winter bees
successfully, in addition to their having a supply of food and
thorough ventilation—they must either be kept in a repository where
frost cannot enter, as a cellar, trench, ice-house, or the like; or they
must be put where the sun can warm them up occasionally.
I have removed all the honey-boards, placed two one-half or three-
quarter inch strips across the frames, and covered the whole top of
the frames with any old woollen garments that could be found about
the house.3 These need no cutting or fitting. Pack them in as you
would pack a trunk, (the roof or cover of my top box is movable, and
I like it much better than the old plan of having it nailed on,) two,
three, or half a dozen thicknesses will make no difference. The
moisture will pass through as readily as the insensible perspiration of
our bodies will pass through our bed covering. The hives will remain
dry and the bees warm. I have no fear of losing a single swarm the
coming winter, although several new ones which I bought are quite
weak, owing to the sudden close of the honey harvest a month
earlier than last year, in consequence of the drought.

R. Bickford.
Seneca Falls, N. Y., Oct., 1868.

Upward Ventilation.
Mr. Editor:—I once found a bee-tree, with an excellent swarm in it. I
cut it down Gallup-fashion, and moved it home, in the month of
February. The entrance was a hole, about three inches in diameter,
just at the top of the cavity. The tree was a green butternut. I sawed
it off, short enough to handle easy, and set it up in the yard. The
combs were bright and clean, and there were not over a dozen dead
bees in it when found. It swarmed twice in June following, and next
winter I stopped up the entrance at the top, and made another
within six inches of the bottom, by boring a two-inch hole through
the side. All this time I kept the top closed tight. The following
winter I came near losing them with dampness and dysentery. Next
winter, I closed up the auger hole, and opened the top entrance
again. They wintered as nice as a pin—no dampness or dysentery. In
April I thought I could still better their condition, by making the
entrance smaller, and reduced the entrance to one inch in diameter.
Within six days after, I came near losing them with dampness and
mould. Experimenting still further, I noticed that the fanners or
ventilating bees would, in hot weather, be arranged in this manner—
one set at the lower edge of the entrance, with their heads outward;
the other set at the top of the entrance, facing inward, driving out
the hot air. I then reduced the size of the entrance still more, and
found that in a very short time nearly the entire swarm would issue
and cluster on the outside of the log or gum. Enlarging the hole to
three inches again, the bees would soon return inside and resume
work. I kept that log hive four years, and then sold it to a neighbor.
Whenever I wintered it with the natural entrance open, there was no
dysentery and no unnatural distention of the abdomen; and on their
first flight in the spring, they would not even speck the snow.

In wintering bees in the Wellhuysen hive, made of willows and
plastered with cow manure, they would never have the dysentery—
not the least sign of it. The combs were always bright and clean,
and the bees always in as good condition as they were in
midsummer. I have wintered bees in Canada, in the old-fashioned
straw hive, with the entrance, summer and winter, a two-inch hole in
the centre at top; and they always wintered well, without the least
sign of dysentery, even when they would not leave the hive from the
10th of October to the 1st of May—nearly eight months. In that
climate they are nearly always confined from the 1st of November to
the 10th or 20th of April, or about five months. When I lived there,
there was scarcely ever any honey stored after the 15th of August,
yet bee-keeping pays in that climate. To encourage our northern
bee-keepers, I will say that, according to my experience, there and
in the West, I think the flowers secrete more honey, in the same
length of time, there than here. Our atmosphere is rather dry, while
theirs is moist and humid—just right for the secretion of honey.
Elisha Gallup.
Orchard, Iowa.

Alley’s Improved Langstroth Hive.
Mr. Editor:—For twenty years I have had experience in bee-keeping,
and had within that time as many different styles of bee-hives in my
apiary; but, taking everything into consideration, the advantages
derived from Mr. Alley’s, proves it to be the best I have yet seen. It
has the best shape, the greatest amount of animal heat for
wintering bees, and as for storing honey, it allows as much room for
surplus honey as the largest stock would need.
These are only two among the many advantages it presents. Many
more might be mentioned. I simply state these, as I consider them
the most important. Brother bee-keepers, who are about to
purchase, should not fail to give it a trial.
Levi Fish.
Danvers, Mass., Sept. 10, 1870.
Intelligent practice is very different from blind practice; or, in other
words, practice preceded by a sound theory is evidently far superior
to practice without theory.—Talbot.

Ventilating the Gallup Hive in a Damp
Cellar.
The cellar of my house is nearly underground. Its size is 38 × 28 × 7
feet, inside measure. The temperature during the winter is usually
38° F., with occasional extremes of 35° and 41°. It is damp, and not
specially ventilated. A stairway from the porch and one from the
kitchen, furnish all the air; the latter being very much used during
winter time. In this cellar I have usually wintered some of my bees,
for many years—trying various methods and different kinds of hives,
with the result always, till last winter, of more or less mouldy combs.
I then had among the lot four strong stocks and Gallup hives. These
I had setting up three feet from the ground, with caps and honey-
boards removed, and the loose top cover laid directly on the hives;
and by means of hard wood wedges pushed in between the lower
edges of the hives and the bottom-boards, and also between the
upper edges and the top covers, I gave them one-eighth of an inch
air all round the hives, above and below, except six inches in length
at the entrance, where I gave them one-fourth of an inch, so that
the bees could get out. In this condition the hives were left all
winter. The bees remained very quiet, humming almost inaudibly,
and paying little attention to the light of a candle which was carried
in many times a day. Scarcely any came out to die; and not over half
a teacupful died in each hive. They consumed comparatively little
honey, and when the hives were examined after being set out in the
spring, the combs were all dry and free from mould. In my
experience absorbents used on a hive in a cellar have always caused
combs to mould. Who would think of laying on top of his hives a
damp straw mat, or a pile of damp corncobs? And yet it is all about
the same thing. Give the proper amount of air, and let it pass off

unobstructed. I shall try a larger number of hives the coming winter.
Many thanks to Gallup.
Henry Crist.
Lake P. O., Stark county, Ohio, Oct. 4, 1870.

Bee Hives, and Shipping Honey in
Frames.
There has been much said on hives in the columns of the Bee
Journal. Some are said to be too deep, and others too shallow. But
after all, profit in dollars and cents is the great object; and to secure
this in the shape of surplus honey, three things are requisite—first,
strong colonies of bees; second, a good season with plenty of
pasturage; and, third, the placing your surplus honey boxes or
frames as near as possible to the brood in the main body of the hive.
There are two ways to accomplish this: first, by using the shallow
form of hive, with frames say seven or eight inches in depth; and,
second, by using the side gathering or storing hive. I prefer the
latter, with frames twelve inches deep; and this for three reasons.
First, if the apiarian has no repository for winter quarters, his bees
are right in these for wintering in the open air. Second, the brood
and cards of honey can be so adjusted as to bring the former next to
your honey boxes, if necessary; as we never want more than one full
frame of honey between the brood and the surplus honey boxes or
frames. Third, in the manipulation of colonies there is no comparison
between the side storing hive, and the top storing. With the former,
when the lid is removed, we have access to the frames, without the
intervention of surplus honey or other boxes. Top-storing hives are
now behind the age.
Those using shallow frames must, in this latitude and climate, have a
house for wintering their colonies, and when bees are removed to
their summer stands in the spring, the lid that covers the second-
story or surplus honey chamber, should fit on the brood chamber,
that the honey chamber may be left off till the time comes for
placing surplus honey boxes on your hives. By this means all the

heat rising from the bees is secured and diffused through the main
hive or brooding chamber for hatching the eggs; and the bees
multiply as rapidly for aught I can see, and swarm as early as in the
twelve inch frames. I have used one hundred shallow hives, with
frames eight inches in depth, for three years; and when I suffer
them to throw off natural swarms, they swarm as early, sending off
as many and as large swarms as taller hives.
In 1869, I had gathered six thousand pounds of fine surplus honey
in frames in the top receptacles of my shallow hives. A large
proportion of this I shipped, in the frames, to C. O. Perrine & Co.,
Chicago, Ills. They paid me twenty-five cents per pound for it,
frames and all. Should any honey raisers in the West wish to sell to a
good man, I should recommend them to Mr. Perrine. I have trusted
him with quite large amounts at a time, and always found all right at
settlement day.
Shipping Honey in Frames.
To do this properly and safely make the box or case in which you
ship only wide enough to receive the length of the top bar of your
frames, and one and a half inch deeper than the depth of the frame.
Make the case tight and pitch the inside with rosin and bees wax, so
that the leakage of the combs will not be lost.
In packing the frame honey, first pierce the projection of the frames
through with an awl, invert it and place in the holes one inch
finishing nails, then place the top of the frame down and crossways
in the case, and with a tack hammer drive your nails. Place the next
frame by the side of this first, corresponding as built in the hive, if it
can be; and place them so as slightly to touch. In filling the last end
of the case, place an iron rod on the head of the nail to drive it, as
you cannot play the hammer.
When the case is full, take two strips (common lath) just long
enough and wide enough to fill the case tightly from end to end, and

cover the ends of the frames and fit tightly against the sides of the
case; drive an inch nail through the strips in the end piece of each
frame, and the frames will be perfectly solid.
I shipped from one to two hundred pounds in a case, in this manner,
and Mr. Perrine tells me the average was not over two frames broken
down per case, and no loss from leakage, the boxes being pitched
inside.
A. Salisbury.
Camargo, Ills., Sept. 6, 1870.

The New Smoker.
I introduce to the notice of bee-keepers a new smoker for bees,
believing it will be pronounced the best, until a better one is found.
It will be found the best for ease of lighting, and to retain fire, and
as burning with equal facility, rotten wood, old rags, or a
combination of wood and rags; and it will not annoy the operator
every few minutes by going out.
To make one, procure a piece of wove wire; I use very fine wire
cloth, but suppose that a coarser article will answer. The piece
should be twelve inches wide and from twelve to eighteen inches
long. Take of old rags a sufficient quantity to make a roll about 2 or
2½ inches thick and twelve inches long. Roll the rags evenly and
firmly together, and then lay them at one end of the sheet of wove
wire, and roll the wove wire over them pretty tightly, and bind with
wire. Light at one end with a match; and your smoker, if nicely
made, will burn from two to four hours. Or if it be only half filled
with rags, then fill out lightly with damp rotten wood, and you will
have a big smudge.
John M. Price.
Buffalo Grove, Iowa.

Reply to Mr. Worthington’s Inquiry.
Mr. Editor:—I see in the June number, page 264, Mr. Worthington
asks how to examine bee stores, &c., in the American hive. Here is
the way I do. Remove the cap and honey box; blow a little smoke
through the slot in the top bar of frames, to quiet the bees; remove
the movable side, and with your pocket knife, you can easily run the
blade between the top bars, loosening them; lift out the frames,
placing them in a skeleton frame made to hold them; and in this way
you see exactly the condition of your bees. In returning the frames
to the hive, you have only one place to watch to prevent killing bees,
that is the top.
J. W. Sallee.
Pierce, Mo.
If asked how much such contrivances against the moth will help the
careless bee-man, I answer not one iota; nay, they will positively
furnish him greater facilities for destroying his bees. Worms will spin
and hatch, and moths will lay their eggs, under the blocks, and he
will never remove them. Thus, instead of traps, he will have most
beautiful devices for giving effectual aid and comfort to his enemies.
—Langstroth’s “Hive and Honey Bee.”

Bees in Bennington, Vermont.
Mr. Editor:—The season in Bennington has been very good for bees,
that is, considering that they were in poor condition last spring.
Many colonies died last winter in this town, and I should think it safe
to say that one half our bees then perished for want of honey. I was
not at home in February to attend to mine, and lost five colonies
before I was aware of their being so short of supplies, which I
discovered only after losing my best stock of Italians. It was quite
warm in January, and one day was so like spring that I carried my
hives all out, and for a couple of hours it seemed like swarming time.
The weather was so mild that my bees began to breed considerable,
and so used up their honey. When I removed the dead bees from
one of my hives, I found brood in three combs sealed over, a spot as
large as my hand in each, besides eggs and larvæ.
February was very cold, and a terror to light swarms. I set my hives
out again the last of March, and had then only fifteen stocks. Three
of these I united with others, thus reducing the number to twelve.
One of these got discouraged, and tried to form a partnership with
another colony, but got killed in the operation. Thus, by the first of
May, I had only eleven colonies remaining, and they were very weak.
I fed them every day till I began to see they were getting stronger.
Then, thanks to the Bee Journal, I knew enough to double their feed
as they increased in numbers and the hives in weight of brood, for
they could not of course get much honey till the first trees
blossomed. The weather then became warm and pleasant, and the
bees got a good start in life, so that when clover and red raspberries
bloomed, they were soon ready to march out and take a limb of a
tree on their own account. I soon had twenty-five swarms and
began to think hives and all would swarm. Besides those we hived,
four swarms took the wings of the morning. By the way, a great

number of swarms ran away this year to the woods. I found a small
swarm about three miles away from home. They came over a barn I
was painting, and clustered near by. I hived them in a powder keg,
and carried them home at night.
I have taken two hundred and twenty-five (225) pounds of box
honey from my bees, besides ten six pound boxes partly filled, of
which I take no account. I have twenty-one hives to winter. They are
very heavy, too heavy, I fear, to winter well; but hope for the best.
Bees within half a mile of mine have not done anything at all;
because they had no care or feeding in the spring, and when
summer came they were merely ready to begin their spring’s work. I
think it pays to feed bees as well as other stock.
I have only two swarms of black bees, and some hybrids, the rest
are pure Italians. I received two queens from Mr. Cary this season,
and inserted them all right. They were, to all appearance, accepted
and owned for four or five weeks, when one day I found one of
them thrown out dead on the bottom board; and if it had not been
for the Bee Journal on the superseding of queens, I should not have
known what the trouble was. The other is all right so far, and the
young bees from both queens are beauties. I never saw finer, and
am well satisfied with them. My bees are all descendants of Mr.
Cary’s stock, and another year I shall get some more from him and
other breeders, to avoid breeding in and in.
I have never yet seen a honey extractor at work, but there is one
within a few miles of me and I am going to see it. If it proves to be
the one thing needful in my case, I shall go for one another year.
I have procured some of the Rocky Mountain bee plant seed from
Mr. Green, and if it is good, as I have no reason to doubt it will be, I
shall let you know all about it.
The season has been quite favorable here, not as dry as it was in
some places; and our crops are very good, with an abundance of

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