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Managing Organizational Change A Multiple Perspectives Approach 3rd Edition Palmer Test Bank
2-2
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
C. Power-coercive
D. Normative-educative
2-3
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
4. strategies assume that changes occur when people abandon their traditional, normative
orientations and commit to new ways of thinking.
A. Empirical-rational
B. Normative-re-educative
C. Power-coercive
D. Normative-educative
5. strategies rely on achieving the intended outcomes through the compliant behavior of those
who have less power.
A. Empirical-rational
B. Normative-re-educative
C. Power-coercive
D. Normative-educative
6. In change outcomes, it is assumed that some, but not all, change intentions are
achievable.
A. intended
B. partially intended
C. unintended
D. partially completed
7. In change outcomes, the dominant assumption is that intended change outcomes can be
achieved as planned.
A. intended
B. partially intended
C. unintended
D. partially unintended
2-4
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
8. Which of the following images of change outcomes recognizes that managers often have great
difficulty in achieving the change outcomes that were intended?
A. Intended change outcomes
B. Partially intended change outcomes
C. Unintended change outcomes
D. Partially unintended change outcomes
9. Which of the following is NOT one of the images of change outcomes discussed in the text?
A. Intended change outcomes
B. Partially intended change outcomes
C. Unintended change outcomes
D. Partially completed change outcomes
10. The internal forces that can push change in unplanned directions include all of the following
EXCEPT:
A. interdepartmental politics.
B. long-established working practices that are difficult to dislodge.
C. deep-seated perceptions and values that are inconsistent with desired change.
D. industry-wide trends affecting an entire sector.
11. The external forces that can push change in unplanned directions include all of the following
EXCEPT:
A. long-established working practices that are difficult to dislodge.
B. confrontational industrial relations.
C. legislative requirements.
D. industry-wide trends affecting an entire sector.
2-5
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
12. Which of the following images is most likely to view management as controlling and change
outcomes as being achievable as planned?
A. The director image
B. The navigator image
C. The caretaker image
D. The coach image
13. In the image, control is at the heart of management action, although a variety of external
factors mean that, although change managers may achieve some intended change outcomes,
they may have little control over other results.
A. director
B. navigator
C. caretaker
D. coach
14. In the image, the management role is still one of control, although the ability to exercise
that control is severely constrained by a range of internal and external forces that propel change
relatively independent of management intentions.
A. nurturer
B. caretaker
C. coach
D. interpreter
2-6
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
15. In the image, the assumption is that change managers can intentionally shape an
organization's capabilities in particular ways.
A. navigator
B. caretaker
C. coach
D. director
16. A change manager as has the task of creating meaning for others, helping them to make
sense of events and developments that, in themselves, constitute a changed organization.
A. navigator
B. caretaker
C. director
D. interpreter
17. The image of change manager as assumes that even small changes can have a large
impact on organizations, and that managers may be unable to control the outcomes of these
changes.
A. nurturer
B. navigator
C. director
D. caretaker
18. Which of the following argues that organizational change is nonlinear, is fundamental rather than
incremental, and does not necessarily entail growth?
A. Confucian theory
B. Chaos theory
C. Taoist theory
D. Institutional theory
2-7
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
19. In , change is regarded as cyclical, processional, journey-oriented, based on maintaining
equilibrium, observed and followed by those who are involved, and normal rather than
exceptional.
A. Confucian/Taoist theory
B. chaos theory
C. population ecology theory
D. institutional theory
20. Which of the following images is most likely associated with the image of a manager being able to
shape change?
A. The director image
B. The navigator image
C. The caretaker image
D. The coach image
21. Which of the following images is most likely associated with the image of a manager being able to
control change?
A. The director image
B. The coach image
C. The interpreter image
D. The nurturer image
22. argue that organizational changes unfold over time in a messy and iterative manner, and
thus rely on the image of change manager as navigator.
A. Processual theories
B. Contingency theories
C. Taoist and Confucian theories
D. Institutional theories
2-8
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
23. Which of the following theories does NOT reinforce the caretaker image of managers of change?
A. Life-cycle theory
B. Population ecology theory
C. Chaos theory
D. Institutional theory
24. views organizations passing through well-defined stages from birth to growth, maturity, and
then decline or death.
A. Life-cycle theory
B. Population ecology theory
C. Chaos theory
D. Institutional theory
25. According to life-cycle theory, the second stage of the natural developmental cycle of an
organization is _.
A. birth
B. growth
C. maturity
D. death
26. focuses on how the environment selects organizations for survival or extinction, drawing on
biology and neo-Darwinism.
A. Life-cycle theory
B. Population ecology theory
C. Chaos theory
D. Institutional theory
2-9
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
27. argues that change managers take broadly similar decisions and actions across whole
populations of organizations.
A. Life-cycle theory
B. Population ecology theory
C. Chaos theory
D. Institutional theory
28. According to DiMaggio and Powell, which of the following is NOT one of the pressures associated
with the similarities in the actions of organizations that result from the interconnectedness of
organizations that operate in the same sector or environment?
A. Coercive pressure
B. Mimetic pressure
C. Normative pressure
D. Ethical pressure
29. According to DiMaggio and Powell, government-mandated changes are an example of
pressure.
A. coercive
B. mimetic
C. normative
D. initiated
30. According to DiMaggio and Powell, when organizations imitate the structures and practices of
other organizations in their field, they succumb to pressure.
A. coercive
B. mimetic
C. normative
D. replicated
2-10
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
31. occurs when there is professionalization of work such that managers in different
organizations adopt similar values and working methods that are similar to each other.
A. Coercive pressure
B. Mimetic pressure
C. Normative pressure
D. Replicated pressure
32. By stressing the importance of values such as humanism, democracy, and individual
development, the organization development (OD) theory reinforces the image of a change
manager as _.
A. coach
B. interpreter
C. nurturer
D. caretaker
True / False Questions
33. The image of management as a controlling function has deep historical roots.
True False
34. The image of management as a shaping function, enhancing both individual and organizational
capabilities, has deep roots.
True False
2-11
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
35. Power-coercive strategies rely on achieving the intended outcomes through the compliant
behavior of those who have less power.
True False
36. Power-coercive strategies of change assume that changes occur when people abandon their old
orientations and commit to new ones.
True False
37. Both intended and unintended consequences may emerge from the actions of change
managers.
True False
38. There has been less attention paid to the images of intended change outcomes in commentary
on change management than to unintended change outcomes.
True False
39. Maturity is the final stage of the natural development cycle of an organization according to life-
cycle theory.
True False
40. Population ecology theory draws on biology and neo-Darwinism.
True False
41. According to population ecology theory, organizational variation occurs as the result of random
chance.
True False
2-12
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
42. In general, the implication of population ecology theory is that managers have little sway over
change where whole populations of organizations are affected by external forces.
True False
43. The caretaker and nurturer images are more frequently discussed in relation to change
management and are more widely accepted in domains of organization theory where there is
more practice orientation.
True False
2-13
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Chapter 02 Images of Change Management Answer Key
Multiple Choice Questions
1. According to John Kotter, which of the following statements is true of change in
organizations?
A. Small-scale transformations are more valuable than large-scale transformations.
B. Organizations need more change leadership.
C. Change management and change leadership are indistinguishable.
D. Change leadership refers to the basic tools and structures with which smaller-scale
changes are controlled.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-01 Evaluate the use that different authors make of the terms change agent, change manager, and
change leader.
2. Which of the following images is most likely to help managers be aware of potential
component breakdowns and see their role in terms of maintenance and repair?
A. A machine image
B. A microculture image
C. A political image
D. A macroculture image
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-02 Understand the importance of organizational images and mental models.
2-14
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
3. strategies assume that people pursue their own self-interest.
A. Empirical-rational
B. Normative-re-educative
C. Power-coercive
D. Normative-educative
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
4. strategies assume that changes occur when people abandon their traditional, normative
orientations and commit to new ways of thinking.
A. Empirical-rational
B. Normative-re-educative
C. Power-coercive
D. Normative-educative
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
5. strategies rely on achieving the intended outcomes through the compliant behavior of
those who have less power.
A. Empirical-rational
B. Normative-re-educative
C. Power-coercive
D. Normative-educative
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
2-15
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
6. In change outcomes, it is assumed that some, but not all, change intentions are
achievable.
A. intended
B. partially intended
C. unintended
D. partially completed
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
7. In change outcomes, the dominant assumption is that intended change outcomes can
be achieved as planned.
A. intended
B. partially intended
C. unintended
D. partially unintended
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
8. Which of the following images of change outcomes recognizes that managers often have great
difficulty in achieving the change outcomes that were intended?
A. Intended change outcomes
B. Partially intended change outcomes
C. Unintended change outcomes
D. Partially unintended change outcomes
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
2-16
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
9. Which of the following is NOT one of the images of change outcomes discussed in the text?
A. Intended change outcomes
B. Partially intended change outcomes
C. Unintended change outcomes
D. Partially completed change outcomes
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
10. The internal forces that can push change in unplanned directions include all of the following
EXCEPT:
A. interdepartmental politics.
B. long-established working practices that are difficult to dislodge.
C. deep-seated perceptions and values that are inconsistent with desired change.
D. industry-wide trends affecting an entire sector.
Accessibility: Keyboard Navigation
Difficulty: 3 Hard
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
11. The external forces that can push change in unplanned directions include all of the following
EXCEPT:
A. long-established working practices that are difficult to dislodge.
B. confrontational industrial relations.
C. legislative requirements.
D. industry-wide trends affecting an entire sector.
Accessibility: Keyboard Navigation
Difficulty: 3 Hard
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
2-17
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
12. Which of the following images is most likely to view management as controlling and change
outcomes as being achievable as planned?
A. The director image
B. The navigator image
C. The caretaker image
D. The coach image
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
13. In the image, control is at the heart of management action, although a variety of external
factors mean that, although change managers may achieve some intended change outcomes,
they may have little control over other results.
A. director
B. navigator
C. caretaker
D. coach
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
2-18
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
14. In the image, the management role is still one of control, although the ability to exercise
that control is severely constrained by a range of internal and external forces that propel
change relatively independent of management intentions.
A. nurturer
B. caretaker
C. coach
D. interpreter
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
15. In the image, the assumption is that change managers can intentionally shape an
organization's capabilities in particular ways.
A. navigator
B. caretaker
C. coach
D. director
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
2-19
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
16. A change manager as has the task of creating meaning for others, helping them to
make sense of events and developments that, in themselves, constitute a changed
organization.
A. navigator
B. caretaker
C. director
D. interpreter
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
17. The image of change manager as assumes that even small changes can have a large
impact on organizations, and that managers may be unable to control the outcomes of these
changes.
A. nurturer
B. navigator
C. director
D. caretaker
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
2-20
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
18. Which of the following argues that organizational change is nonlinear, is fundamental rather
than incremental, and does not necessarily entail growth?
A. Confucian theory
B. Chaos theory
C. Taoist theory
D. Institutional theory
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
19. In , change is regarded as cyclical, processional, journey-oriented, based on maintaining
equilibrium, observed and followed by those who are involved, and normal rather than
exceptional.
A. Confucian/Taoist theory
B. chaos theory
C. population ecology theory
D. institutional theory
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
20. Which of the following images is most likely associated with the image of a manager being
able to shape change?
A. The director image
B. The navigator image
C. The caretaker image
D. The coach image
Accessibility: Keyboard Navigation
2-21
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
21. Which of the following images is most likely associated with the image of a manager being
able to control change?
A. The director image
B. The coach image
C. The interpreter image
D. The nurturer image
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
22. argue that organizational changes unfold over time in a messy and iterative manner,
and thus rely on the image of change manager as navigator.
A. Processual theories
B. Contingency theories
C. Taoist and Confucian theories
D. Institutional theories
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
2-22
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
23. Which of the following theories does NOT reinforce the caretaker image of managers of
change?
A. Life-cycle theory
B. Population ecology theory
C. Chaos theory
D. Institutional theory
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
24. views organizations passing through well-defined stages from birth to growth, maturity,
and then decline or death.
A. Life-cycle theory
B. Population ecology theory
C. Chaos theory
D. Institutional theory
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
25. According to life-cycle theory, the second stage of the natural developmental cycle of an
organization is _.
A. birth
B. growth
C. maturity
D. death
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
2-23
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
26. focuses on how the environment selects organizations for survival or extinction, drawing
on biology and neo-Darwinism.
A. Life-cycle theory
B. Population ecology theory
C. Chaos theory
D. Institutional theory
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
27. argues that change managers take broadly similar decisions and actions across whole
populations of organizations.
A. Life-cycle theory
B. Population ecology theory
C. Chaos theory
D. Institutional theory
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
2-24
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
28. According to DiMaggio and Powell, which of the following is NOT one of the pressures
associated with the similarities in the actions of organizations that result from the
interconnectedness of organizations that operate in the same sector or environment?
A. Coercive pressure
B. Mimetic pressure
C. Normative pressure
D. Ethical pressure
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
29. According to DiMaggio and Powell, government-mandated changes are an example of
pressure.
A. coercive
B. mimetic
C. normative
D. initiated
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
30. According to DiMaggio and Powell, when organizations imitate the structures and practices of
other organizations in their field, they succumb to pressure.
A. coercive
B. mimetic
C. normative
D. replicated
Accessibility: Keyboard Navigation
2-25
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
31. occurs when there is professionalization of work such that managers in different
organizations adopt similar values and working methods that are similar to each other.
A. Coercive pressure
B. Mimetic pressure
C. Normative pressure
D. Replicated pressure
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
32. By stressing the importance of values such as humanism, democracy, and individual
development, the organization development (OD) theory reinforces the image of a change
manager as _.
A. coach
B. interpreter
C. nurturer
D. caretaker
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
True / False Questions
2-26
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
33. The image of management as a controlling function has deep historical roots.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
34. The image of management as a shaping function, enhancing both individual and
organizational capabilities, has deep roots.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
35. Power-coercive strategies rely on achieving the intended outcomes through the compliant
behavior of those who have less power.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
36. Power-coercive strategies of change assume that changes occur when people abandon their
old orientations and commit to new ones.
FALSE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
2-27
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
37. Both intended and unintended consequences may emerge from the actions of change
managers.
TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
38. There has been less attention paid to the images of intended change outcomes in
commentary on change management than to unintended change outcomes.
FALSE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
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Managing Organizational Change A Multiple Perspectives Approach 3rd Edition Palmer Test Bank
Managing Organizational Change A Multiple Perspectives Approach 3rd Edition Palmer Test Bank
Managing Organizational Change A Multiple Perspectives Approach 3rd Edition Palmer Test Bank
The Project Gutenberg eBook of War
Experiences and the Story of the Vicksburg
Campaign from "Milliken's Bend" to July 4,
1863
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and most other parts of the world at no cost and with almost no
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Title: War Experiences and the Story of the Vicksburg Campaign
from "Milliken's Bend" to July 4, 1863
Author: J. J. Kellogg
Release date: July 14, 2012 [eBook #40233]
Most recently updated: October 23, 2024
Language: English
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*** START OF THE PROJECT GUTENBERG EBOOK WAR
EXPERIENCES AND THE STORY OF THE VICKSBURG CAMPAIGN
FROM "MILLIKEN'S BEND" TO JULY 4, 1863 ***
Capt. J. J. Kellogg
Managing Organizational Change A Multiple Perspectives Approach 3rd Edition Palmer Test Bank
COPYRIGHTED BY
CAPT. J. J. KELLOGG
1913
THE DAY WE STARTED
FOR WAR.
Recollections of Captain J. J. Kellogg.
The day we left home for the war was an eventful one, and the
incidents crowded into that day will never be effaced from my
memory.
There was a rally that afternoon, upon which occasion we added
some important names to our company roll. Some of the boys who
then enlisted in our ranks were prominent in our local society and
passed current in the ranks of our best young people. Others came
out of their obscurity for the first time on that occasion, and were
first known and noticed on the day of their enlistment. I had never
intimately known Isaac Haywood, who was afterwards my
bunkmate, until that day. I first made the acquaintance of Tom
Wilson then, but it would require too much space to name all the
comrades I then met. And when the great struggle finally ended,
how few of those fair-haired, bright-eyed boys were permitted to
return to their old homes. Only a small squadron of lithe-limbed,
bronze-faced fellows came back. I loved Ike Haywood on sight. I
think I was mainly attracted towards Ike because of his eccentric
ways, odd manner of speech and his wonderful good nature. Dame
Nature had gotten Ike up without especial regard to good looks, but
had braced, propped and generally supported his irregular features
with wonderful bones and sinews, all contained in a close knit
wrapper of inflexible cord and muscle. Like other unusually powerful
men, Ike was usually the very soul of good nature; but when fully
aroused and forced on the aggressive he was known and
acknowledged to be a holy terror. He had long powerful arms and
hands, broad shoulders, thick neck, surmounted by a bullet-shaped
head with small ears. He had thin red hair, faded red mustache, was
squint-eyed and wore a half smile on his peach blossom face, and
his under lip sort of slouched down at one end. He looked funny at
all times, but more particularly was he comical when he tried to be
in sober earnest.
Tom Wilson, on the contrary, was a handsome boy and a school
teacher by profession, but I can't waste time and space in extended
personal descriptions of my comrades.
The war excitement had fully aroused the patriotic citizens of our
city, and the simple message which the gallant Major Anderson had
sent under the first flag of truce to Governor Pickens at Charleston in
which he asked, "Why have you fired upon the flag of my country?"
found an echo in every loyal heart, and we young men found
ourselves asking in fierce, hot whispers, "Why have you fired on the
flag of my country?"
The fragment of a company had already been enlisted there and
forwarded to camp at Cairo, and that day the citizens had made a
supreme effort to fill its ranks at least to the minimum. I can
describe but faintly the patriotic turmoil of that day. I only remember
that along every highway leading into town came overloaded
vehicles in apparently unending procession, bearing their burden of
human freight. Flags fluttered from windows, and business fronts
were swathed with patriotic bunting. The thundering discharge of an
old anvil seemed to jar the universe at each discharge. At stated
intervals the brass band also played loudly and harshly from the
band stand, and the recruiting squad paraded the streets with fife
and drum. A reverend gentleman spoke at the city hall, and as he
waxed warm and eloquent, more than a score of men walked up to
the desk and signed the enlistment rolls.
Tom and Ike and I subscribed our names on the roll together.
When Tom Wilson got up and declared his intention to enlist
everybody cheered vociferously. In the little speech he made with
trembling voice he reminded his friends that he must surrender to
their care his aged and helpless mother during his absence. That she
gave her husband and his father to the country in the Mexican war,
and he had hoped the privilege would have been accorded him to
tenderly care for her in the decline of her life, and that he was the
only slender reed she had to lean upon in the world, etc., etc. Ike
and I followed Tom, and in turn several others followed us. The
crowd yelled and cheered themselves hoarse, and coming forward
irrespective of rank or social position, cordially shook our hands and
spoke encouraging words to us. When the rally ended we had our
full complement of men, and were ordered to be ready to go to the
front when our train which had been ordered should arrive that
night.
In the evening the citizens gave us a farewell banquet with an
interesting program. A glee club sang patriotic songs; a student of
the high school declaimed "The Charge of the Light Brigade"; a
Mexican war veteran volunteered suggestions as to the best means
and methods of avoiding camp diseases in active military service,
and as to the best and most approved treatment of severed arteries,
fractured limbs and contused heads. An old Mississippi steamboat
captain with a glow of ripe cherry mantling his cheeks and nose,
spoke at some length recommending whiskey and quinine if
obtainable, but whiskey anyhow for river and swamp fevers, and
gunpowder and whiskey for weak knees. Though strongly urged,
neither Tom Wilson nor myself spoke, but Ike couldn't excuse
himself satisfactorily when solicited, and though greatly against his
inclination, he was fairly lifted to his feet by his new comrades, and
as nearly as I can remember said substantially, as follows:
"Feller citizens, the time has arrove when every galloot that cares
a tinker's darn for the Union orter go to the front. I'm goin' fer one. I
haint got much book larn'n but I reckon I can soon larn to cock a
cannon or lug a musket 'round and in this racket, I b'leve I've got
edication 'nuf to know which way to shute. I never have ranked very
high in this community, and don't 'spect to get much higher than a
brigadier in this war, but I'm goin' to help our fellers drive them
rebels from pillar to post, and if necessary drive 'em right into the
post, but what we git 'em b'gosh. This supper you women have
given us was luscious, and I b'leve I shall taste it clear through the
war. I want to bid all the folks and more specially you fellers who
could go to the war just as well as not and won't, goodbye. If yer
ever tackled in the rear while we're down there in the front, let us
know and we'll come up and help you through."
At the conclusion of the banquet exercises, each newly enlisted
man hurried away from the hall to arrange for his departure. The
families and friends of those living at a distance, were nearly all in
town to witness the departure of friends and loved ones. The streets
of the town were crowded with excited citizens and visitors. There
was the faithful mother with tearful eyes and blanched cheeks
clinging to the arm of her soldier boy and bravely struggling to calm
the throbbings of her aching heart. The sad eyed father and
sorrowing brothers and sisters were standing near, each vainly trying
to say encouraging words. A group of half tipsy recruits joked and
laughed and sang snatches of patriotic songs with thick and
wobbling tongues. Across the street in the shadow of the maples, a
boy and girl paced to and fro with slow and measured steps. Maybe
afterwards that girl when her hair was frosted with age remembered
that last promenade with bitter tears, and again maybe the grim old
war kindly gave back to her at the last her boy, lithe-limbed but
bronzed by the sulphurous breath of battle.
I saw Tom Wilson hurry home after the banquet, and I knew he
had gone to stay with his old mother and assist her in preparing his
meagre belongings for departure, and I knew what the agony of that
parting would be when the supreme minute of departure actually
came. And when I called for him on my way to the depot, I saw him
unclasp her loving arms from his neck and lay her almost
unconscious form tenderly upon the lounge. He kissed her pale lips,
and with a great sob hurried out across the threshold of his humble
home. At the gate we met Mrs. Haywood, who, having bade her own
son goodbye, was making her way to the Wilson home to try and
comfort and be comforted in their common sorrow. We bade Mrs.
Haywood a tender farewell, and we promised to watch over her boy
through the days of his absence, and she in turn assured Tom that
she would care for and protect his dear old mother to the best of her
ability. When Mrs. Haywood had passed into the house, Tom turned
and watched the window anxiously until he saw again the dear old
face with its straggling gray locks framed there, and then with our
modest bundles under our arms and hats drawn down over our
flushed, sad faces, we went slowly down to the depot. And when
almost to the depot, Tom could still see that window with its
precious living picture. With streaming eyes she had watched him
drifting out of her life. Tom was her only child. He was all she had on
earth to cling to and love. For many years his meager earning had
supported the home. Ever since the death of his father the boy had
been her idol. And now in her old age, not only was she to be
deprived of his presence and companionship, but also of the simple
little income his labor had produced. And she at last saw her darling
drifting away from the shores of her simple life out into the blue
depths of the Union army, maybe never to return. She had given the
country the father, now the country had taken the only son. The
measure of her sacrifices was more than full and almost more than
she could bear.
Arriving at the depot, many farewells were said to us by both
friends and strangers, as the processions of men, women and
children swept along the platform ere the coming of our train. The
queenly Miss Frankie Bell, whom we young fellows had always
considered with her wealth and beauty too high and mighty to ever
deign to notice one of us common fellows, actually sobbed when she
pressed our hands, and pledged poor Tom Wilson that his aged
mother should be her especial charge during his absence and should
want for no comfort which her means could obtain. And when I saw
the glad look her assurances had brought out on Tom's face, and
knew so well her ability to do all she promised, she all at once
became in my estimation the grandest and most angelic woman I
had ever beheld. And at last the low rumble of our train was heard
in the distance, and the click of the strumming rails warned the
anxious waiting friends that the final farewells were now in order
and must be said quickly. Ike at the last moment appeared upon the
scene, actually staggering under his great load of boxes and
bundles. He was sweating and puffing like a porpoise, and said as he
came up to us, in his usually droll way. "Got a few things here
mother fixed up for us to chaw on the way down to war."
We had to laugh at him. On his shoulder he carried a dry goods
box crammed full. From his waist belt dangled an old battered coffee
pot and cracked skillet. In his left hand he carried a mammoth cloth
satchel wadded so full that ghastly stumps of a roast turkey were
protruding from its gaping mouth. To the smiling bystander he said
with a comical squint, "The feller who won't provide for his own
household is wus than an infidel, b'gosh." It was plain to be seen
that Ike had fully anticipated and provided for his most pressing
wants during our trip to the front. As the train came wheezing up to
the platform, the perfect shower of goodbyes, farewells, Godspeeds
and kisses, hugs and hand pressures were hastily enacted, the
locomotive tolled mournfully for a brief space, the conductor
shouted, "All aboard," the engine began to wheeze and cough, and
the train crawled slowly away into the shadows of the night. The
citizens cheered the vanishing cars, and we sent back an answering
cheer, which hardly rose above the rumble of the receding train. We
watched the lights of the old home town until they were finally
quenched in the thick midnight gloom, as we were whirled away
toward the scene of conflict. We were destined for Cairo, where the
other part of our company awaited us. When we had gotten out
beyond the limits of the old home town we suffered a reaction, and
those who had so recently wept now talked and laughed excitedly.
The long faces began to broaden, and the compressed lips curl into
smiles. Some one led off with "John Brown's Body, etc., etc." and by
the time they got his body mouldering in the grave everybody was
singing and they sang hysterically and wildly.
When all had howled themselves hoarse, they raided their well-
filled lunch baskets and ate like famished wolves, notwithstanding
the fact that every soul of them had been crammed and wadded
with food at the banquet that evening. If the mothers and friends of
those boys could have seen them in their wild carousal they would
have thought them heartless and dissembling wretches but such
judgment would have been wholly unjust. This line of action was the
result of the relaxation of the overwrought nerves and muscles.
Every old veteran of the civil war will recall many occasions where
the relaxation of overwrought nerves made him act very foolishly.
The effect of that hour of final leave taking upon the depot
platform upon our boys was not wholly unlike that afterwards
sustained on the battle line just preparatory to an engagement,
when an occasional double leaded message jarred the sensitive
membrane of a fellow's ears as it scooted by with a cold hiss or a
shell shrieking and seething in its mad flight through the upper air;
such occasions not only try men's nerves, but they try men's souls.
Finally things settled down and everyone sought repose and some
manner of rest. I watched from the car window, the lights flitting
past as the train forged steadily ahead. Station after station had
been passed while we caroused and slept. For the men were
sprawled out through the coaches in every conceivable position, now
forgetful in their heavy slumber of both home and friends. Late in
the night a sudden jerk of the engine tumbled me off my seat, and
this was the first knowledge I had that I had actually been asleep.
As I rubbed my sleepy eyes, I saw the outlines of an angular form
picking his way towards me, and carefully over-stepping the sleeping
forms that lay in his path. He carried a big satchel, and made
manifest his mission when sufficiently near me. It was Ike, and he
opened his remarks by saying "Thought 't was 'bout time we
foddered up." He lounged down beside me.
"I was taking it pretty comp'table back yonder till the durned old
engine just yanked me off my roost," he said.
He explored the inside of the old satchel, and brought out a
goodly supply of provender. "The boys must have sung themselves
to sleep," said I for want of something better to say.
"Yes," drawled Ike, as he sliced off two huge chunks of roast
turkey breast. "They kept John Brown's body moulderin' in the grave
till it seemed to me the corpse got mighty stale. I tell ye, Jack, we
may fetch the rebs down with our muskets," he continued, "an
frighten them with wild whoops, but we'll never charm 'em much
with our singin', I reckon," he mused as he busied himself spreading
our lunch on the opposite seat.
"I guess the boys had to do something extraordinary to overcome
the sad sensations the parting engendered," said I.
"Prob'ble," said Ike, as he bolted a ponderous chunk of roast
turkey. "I felt 'siderable like yelpin' myself, but couldn't see as
'twould add anything much to the infernal racket, so I jes held my
yelp."
I partook freely of the tempting lunch thus offered, and blessed
the careful forethought of Mrs. Haywood which had supplied us such
a luxury. Eating revived my spirits amazingly, and though not
depressed by parting with relatives, as my relatives were all far
away, yet I was terribly saddened by the goodbye from my best girl.
"Who knows," said I, "but what the war will soon wind up without
much more fighting and bloodshed and we within a few weeks will
go rattling back home over this road all safe and sound?"
"I don't know," said Ike, "mor'n you do, but I can't get the igee
out of my head that we will yet see some of the dog blastedest
fightin' and killin' afore we fellers return home that ever jarred the
gable end of this 'ere universe. I tell you, Jack Kellogg," he
continued, as he hurriedly imported the lunks, chunks and slabs of
provender into his capacious mouth, "ef ther ain't no blood on the
moon fore long then my cackalation has jumped a cog. I tell you this
here thunderin' fuss of ringing bells, blowin' whistles, drummin' and
fifin' and shootin' great guns and husselin' a lot of us fellers off down
here atween two days, aint none of Mrs. Winslow's soothin' syrup,
by a gol durned sight. It all means bloody noses an' black eyes, I tell
ye, and there'll be vacant cheers 'nuff t' seat a concert hall fore it' all
done with, I tell ye."
This was a long speech for Ike to make, but he made it in such an
earnest manner with such impressive gestures and vigorous delivery
that I was greatly impressed with the belief that his statements were
probably true.
At many of the stations through which our train passed straggling
soldiers were waiting to go to their commands, and boarded our
train. And under the dim light of the station lamp we saw the
weeping mother hold her soldier boy close to her aching heart as
they kissed the last long, good-bye kiss. Those affecting scenes so
often re-enacted before us contributed in no small degree to
intensify the solemnity of that hour. At one station standing on the
depot platform was an ominous looking box, and in the few minutes
we were delayed there we learned from an old gentleman that it
contained the remains of his boy which he was taking back to
mother and the old northern home for burial. His soldier boy had
been killed in a skirmish with the rebels down in Missouri.
On the evening of the third day from home the train which bore
our detachment pulled slowly into Cairo. In every direction as far as
eye could discern, we saw an unbroken blaze of camp fires. An ear-
splitting din of strange and unusual sounds filled the air. Mule drivers
were haranguing their teams in blasphemous eloquence, as the poor
creatures floundered through the bottomless roads, and liberally
applied the merciless lash to the backs of those poor patient,
overloaded creatures. The roll and beat of drums blended and
echoed and swelled, filling the night with weird hoarse thunder.
Distant headquarter bands were concerting noisily, and newly arrived
commands went splashing along the muddy highways to some
destination beyond the line of our vision. Staff officers and orderlies
galloped their smoking steeds hither and yonder at wonderful speed.
Black ambulances toiled slowly along the crowded tracks with their
freight of the sick and suffering. Steamboats ablaze with signal lights
coughed, whistled and wheezed out on the dark bosom of the
Mississippi, while the volley of brays from the mule corral smote our
ears like the concluding blasts of the very last trumpet.
"The hull United States seems to be goin' to roost down here,"
observed Ike as he leaned out of one of the car windows and
observed the situation.
"Beats a camp meeting," chipped in somebody else.
"Don't seem to be much discipline in this end of the army," said
another.
"I reckon they'll have to cheese this racket 'fore they catch any
fish," another remarked.
And all these and many other comical remarks were made by our
boys, as they contemplated the new situation from the cars and
patiently awaited orders to go to camp.
It was indeed a great relief to us when an orderly bestriding a
jaded, mud-bespattered horse finally rode up and informed us that
he would take us to camp. Accordingly we disembarked, fell into line
and set out for our campground.
After a deep wading, tiresome zigzagging along miserable roads,
devious and uncertain paths and blind trails, across sloppy and
splashy summer-fallows, for what seemed an interminable distance,
we at last reached camp.
In anticipation of our coming, the camp boys had prepared us a
regulation army supper consisting mainly of beans, bacon, rice and
hard tack, with the usual black coffee accompaniment.
Notwithstanding the rude coarse rations, the hungry recruits laid to
and ate with a wonderful relish and offered no excuses. To be sure,
as the supper progressed, many humorous observations were made
by the boys, touching the kinds and quality of Uncle Sam's menu
and the manner of its service. Notwithstanding the coarse rations
offered and the fact that every mother's son of them had been
continually gormandizing ever since we left home, each did ample
justice to his first army supper. Haywood discovered the corpse of a
lightning bug embalmed in his plate of beans, and another equally
as observing and curious fished the remains of an unknown beetle
out of his rice. A detachment of daddy long legs charged to and fro
across the bacon platter, and divers bugs and insects swarmed
around the sputtering candles. One recruit soaked his hard tack in
his coffee until it bloated up like a toad, and Ike, while wrestling with
a piece of swine belly, allowed he probably "wasn't the first feller
that had had holt of that."
"Ike, how do you like the grub?" asked Tom, when he had
lounged down beside a stump, after eating.
"Better'n I 'spected," said Ike, "Haint got used to them tacks yet,
but the pepper'n salt was passable."
Then we stowed away our luggage, finding places for our traps
and boxes, and selecting sleeping places. Observing that two
blankets could be utilized by two persons bunking together better
than one blanket could serve one lone person, they paired off and
mated up like spring geese. As might naturally be supposed, Ike and
I bunked together. We spread our blankets at the roots of a tree
where Haywood allowed we would be a little above high-water mark,
and by the time the numerous regimental bands and bugles were
sounding tattoo, we were well tucked away for the night, and
though this was an entirely new experience to us, we were only too
glad to stretch ourselves out in the open air between two coarse
army blankets. As we pulled the drapery of our couch about us, Ike
got a sniff of carbolic acid upon our blankets and asked me if I
"catched onto the deathly fragrance of our bed clothes." I told him I
noticed a peculiar smell.
"Smells like a woodpecker's nest," continued Ike. "Guess they've
been packing limberger cheese 'r suthin' in 'em.
"No," said I, "but I suppose the blankets have been treated with
some preparations of disinfection."
"Took us fer a lot of lepers, I spose," said Ike.
"Hardly that," I replied, but I explained to him that it was my
understanding that all army blankets were perfumed in this way for
protection against moths and perhaps for sanitary reasons.
"Prob'ble," Ike murmured drowsily, and his next breath was a
hoarse snore.
I was very tired, but could not at once go to sleep, and for some
time I remained awake amid my strange surroundings and looked
out into the night and listened to the wild weird noises of the camp.
Above me, through the tangle of twigs and vines appeared the starlit
sky; the campfires shone on either hand far out into the night, and
away over the fields and forests came the good night bugle calls, the
soldier's lullaby, softly saying "go-to-sleep, go-to-sleep, go-to-sleep,
soldier, sleep, go-to-sleep." From the mule corral came volley upon
volley of subdued, tongue-tied braying, and the old steamboat
engines coughed down at the river landing. Those strange sounds at
last sent me also to dreamland, but I believe my last sleepy thoughts
were tapping at the window of my old northern home.
I have already related in this article more than one day's
experience in my war life, unlike what I intended to do at the onset,
but all is so closely linked together that I felt I must add the first
night in camp to the article to make it complete, and so I have
added more.
The reveille on the succeeding morning brought us tired fellows
out all too soon. It seemed that scarcely ten minutes had elapsed
since retiring, when the wild blasts of bugles, jarring drums and
screaming of fifes aroused us from slumber. Ike rolled up onto his
elbow and remarked to me, "Them fellers out there are jovial
cusses, aint they, pounded their drums and things all times of the
night." I told him I guessed this was one of the calls.
"Might have waited 'till we got fixed up a little fore they called,"
said Ike, sitting up on the blanket. "I supposed we come to stay all
night," with a questioning squint at me.
"No," I told him, "this is a different kind of a call. The thundering
they gave us last night just as we went to bed was what they call
tattoo, and meant to go to bed. The few whacks of the drum and
snorts of the bugle afterwards meant to put out the lights, and this
racket means to fall in for roll call."
"Wal, I swow," said Ike, pulling on one of his boots. "They treat
us like a lot of kids, don't they? But I say, you don't pretend to
imagine if a feller should take a cramp 'r some other pain in the
night, he couldn't strike up a light to find his pills nor nothin', do
ye?"
I told him I thought not, because in war times, if every soldier
was allowed to fire up in the night at will the enemy could shoot us
just as well as in the day time.
"B'gosh, there's sense in that," replied Ike, as we fell in for roll
call.
That day we elected our officers.
Managing Organizational Change A Multiple Perspectives Approach 3rd Edition Palmer Test Bank
CHAPTER I.
SCENES ENROUTE.
IT was May 7, 1863 when Company B, 113th Illinois Vol. Infantry,
to which I belonged, started from Milliken's Bend, La., with the
balance of Grant's army for the rear of Vicksburg. That day we
marched 14 miles and at night camped on a beautiful plantation and
procured raw cotton from a nearby gin to sleep on.
By noon of the 8th we had reached the banks of Woody Bayou
and halted there for dinner. That night we had arrived at the
plantation of Confederate General Fiske and appropriated some of
his fresh beef for supper. We made 19 miles that day.
The 9th we pursued our march along Roundaway Bayou through
a beautiful fertile country covered with vast fields of corn and other
crops, and splendidly built up. We crossed some streams upon
pontoon bridges, and saw our first alligators in that bayou. We also
saw scattered along the roadside many dead horses and mules, and
passed the smoking ruins of many plantation buildings. We ate our
dinner on the grounds of Confederate Judge Perkins. We passed
through magnolia groves in full bloom, and along miles of
blossoming rose hedge; beautiful and fragrant beyond description.
At night we arrived at Lake St. Joseph and camped on its shores. All
along our route the houses were deserted by all whites and able
bodied colored people, only the sick, the aged and decrepit
remained.
On the 10th we continued our march along the shores of Lake St.
Joseph. Out on the surface of the lake numerous old gray-backed
alligators lay sleeping, and ever and anon a musket would crack and
one of those old gators would clap his hand on his side and go out
of sight with a splash. A number of dead gators with bullet holes in
their bodies had floated ashore. Today we passed immense fields of
grain, one corn field comprising 1,400 acres; and also passed the
smoking ruins of plantation houses more frequently. At 4 o'clock we
got to Hard Times Landing, on the Mississippi river, opposite Grand
Gulf and encamped for the night.
The 11th until 4 o'clock we laid off waiting for ferryage across the
river and while some went fishing, others spent the time in any
amusement or recreation they chose, but at that hour a gunboat
arrived and we fell in and went on board of gunboat Louisville and
were ferried across to Grand Gulf, where we went into camp with
our brigade at the foot of the high bluff. The camp was full of happy
contrabands who patted juba and danced nearly all night to the
music of a cane instrument unlike any other musical instrument I
ever saw.
At an early hour on the 12th we marched away over the hills for
Rocky Springs. This country was rough and sterile and not nearly as
productive as Louisiana. At the end of 18 miles we went into camp
for the night in a beautiful grove on a hill close to a spring of pure,
cold water. We killed some sheep and chickens for supper, but where
they came from only the Lord and some of our boys knew.
The 13th we continued our march through Rocky Springs, across
Big and Little Sandy creeks, and through a vastly finer country than
yesterday. We arrived at the town of Cayuga that night and made
our quarters in a church, and when the church bell rang furiously
about midnight, we were told No. 10 wanted the Corporal of the
guard.
The 14th we got a very early start but it soon began to rain and
very soon we were wading in red sticky mud. We ate our dinner, well
sheltered from the rain, in another country church, and at night we
got quarters in a deserted plantation house. There we got supper
and made our coffee in an old fashioned fireplace. We also, at least
two of us, slept on a bedstead like white folks that night, but the
bed bugs perforated us numerously. We were then 30 miles from
Jackson and 14 miles from the advance of Grant's army. During the
night the enemy molested our pickets and we got out to the tune of
the long roll, but no blood was shed.
The 15th we continued our march to Raymond, arriving there at 2
o'clock p. m. There we halted an hour and visited our wounded
friends and acquaintances of the 20th Illinois, then at that point,
who had been wounded that day in the battle of Raymond, after
which we pushed on 8 miles farther to Clinton and made our camp
in the college grounds on the hill. At Clinton we found and paroled a
large number of rebel sick in hospitals. Our boys visited the sick and
wounded rebels in these hospitals and gave them crackers, tobacco
and coffee or any little delicacies they happened to have, the same
as they would have treated their own comrades, and many a poor
sick Johnnie's eyes grew moist in those rebel hospitals because of
the kindness of the Yanks to them that day.
The 16th we remained in camp at Clinton until noon, and then in
compliance with orders, when Steel's division came through from
Jackson, we fell into his line of march and marched away towards
Boulton, and camped that night within a mile of that town. I desire
to mention here that in the early morning today General Grant with
a few mounted attendants went through Clinton at a rapid pace
towards Black river or Champion Hills.
The 17th we proceeded towards Black river with Steel's division,
passed through Boulton at 10 a. m., and shoved so close to a body
of the enemy that our commander threw us into line of battle with
ambulances close on our heels and trains trailing in the rear. But a
few scattering shots resulted, however, and we arrived at Black river
at 7 p. m., and there rejoined our brigade. We crossed Black river on
a pontoon bridge, proceeded 2 miles farther towards Vicksburg and
camped in the woods by the roadside.
Early the 18th we resumed our march for Vicksburg, 24 miles
away, and when within 4 miles of said city we rubbed against a rebel
force, and in line of battle pushed them gently back to their works,
behind which they disappeared. We then went into camp on one of
the walnut hills behind our heavy picket line. And what a noisy night
was that, my countrymen! The pickets on both sides kept up a
steady fusilade throughout the night. I undertook to pool my
blankets with our Major (Williams) that night, and we made our bed
on the exposed slope of the hill. Hardly had we get cleverly
stretched out for a snoose when a rebel bullet struck the cold
clammy earth just about three-fourths of an inch northeast of the
lobe of my left ear. Some Mississippi soil was precipitated into my
face thereby. I called the major's attention to the fact and proposed
a change of base to the other slope of the hill about 10 rods away.
The major made light of my proposition and said, "Lie still and go to
sleep and you won't hear 'em strike." I waited a few minutes longer
until a few more bullet chugs smote upon my ear, when I got up
hastily and with my blanket went and lodged on the other slope of
the hill. I'm no coward, but I didn't want to be accidentally killed
without knowing something about it.
CHAPTER II.
THE CHARGE OF MAY 19.
ON the 18th of May, 1863, Vicksburg was completely invested. A
year before the first attempt was made against this fortified city, and
in reply to a demand of surrender at that time the rebels said:
"Mississippians did not know and refused to learn how to surrender
to an enemy." Now we'uns had arrived and proposed to teach them
how to surrender to an enemy.
Some time before daylight on the morning of the 19th we were
quietly aroused and instructed to prepare our breakfasts without
noise or unnecessary fire or light. Every man of my company
proceeded, by the aid of twigs and dry leaves, to make just fire
enough on the protected slope of the hill, to boil his tin cup of coffee
and broil a slice of diaphragm um et swinum for the morning meal.
We did not at first know what the program for the day was, but
before we had dispatched our breakfast it was whispered to us by
those who claimed to have access to headquarters that we were
scheduled to charge the enemy's works in the early morning. I
hadn't had a good view of the Vicksburg fortifications the day
before, and now in the first faint light of the morning, while the men
were eating and making preparations for the charge, I crept
cautiously out on the crest of the hill, and so far as I could without
exposing myself, contemplated the defenses against which we had
to charge. Three strong bastioned forts on the right, center and left
on high grounds within a line of entrenchments and stockades
confronted us. It required but a brief inspection to satisfy me that
more than likely we wouldn't go into town that day. I confess that
my observations did not in any great measure increase my
confidence in our ability to take the place by assault. When I
returned to my company I saw many of the boys entrusting their
valuables with hasty instructions to the few lame and sick ones, who
must needs stay behind and care for the company effects while we
were gone. I felt like turning over my stuff also, but happened to
recollect I had no valuables. From the outlook I was satisfied very
many of us would not answer to roll call that night, and I felt that I
might be one of the silent ones. A more beautiful May morning than
that of the 19th I had never seen. The pickets had ceased firing, the
birds sang sweetly in the trees, and the cool morning breeze was
fragrant with the perfume of flowers and shrubs. It was hard to
believe that such a beautiful morning as that would bring such an
eve as followed it. When the sun was well up then the various
bodies of our troops were quickly marched to their respective
positions in what was to be the charging line. My regiment was
marched forward and to the right of our night's position, to the base
of the last range of the Walnut hills, and we were instructed then
that when all of our batteries fired three volleys in rapid succession
our whole assaulting column was to move forward and charge the
enemy's works. The space intervening between our line and the
enemy's fortification over which we must pass was badly cut up by
ravines and hills and covered by brush and fallen trees. When the
signal for the general assault came my regiment, the 113th Illinois,
belonging to Giles A. Smith's brigade of Blair's division and
Sherman's army corps, was among the first to make a determined
attack. While awaiting the signal to go in we had been practicing,
over a big sycamore log behind which we were crouching, a few
long range shots at the rebel stockade, but when the three rapid
artillery discharges came we first stood up, then we scaled the log
and pushed forward. On our immediate right was the 6th Missouri,
and I being on the right of our regiment went in side by side with
the men of their left. A lieutenant on the left of that regiment was in
his shirt sleeves and wore a white shirt; he and I went side by side
for several steps, when he lunged forward upon the ground, and in
the quick glance I gave him I saw a circle of red forming on his shirt
back. The leaden hail from the enemy was absolutely blinding. The
very sticks and chips scattered over the ground were jumping under

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Managing Organizational Change A Multiple Perspectives Approach 3rd Edition Palmer Test Bank

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  • 5. 2-2 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. C. Power-coercive D. Normative-educative
  • 6. 2-3 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 4. strategies assume that changes occur when people abandon their traditional, normative orientations and commit to new ways of thinking. A. Empirical-rational B. Normative-re-educative C. Power-coercive D. Normative-educative 5. strategies rely on achieving the intended outcomes through the compliant behavior of those who have less power. A. Empirical-rational B. Normative-re-educative C. Power-coercive D. Normative-educative 6. In change outcomes, it is assumed that some, but not all, change intentions are achievable. A. intended B. partially intended C. unintended D. partially completed 7. In change outcomes, the dominant assumption is that intended change outcomes can be achieved as planned. A. intended B. partially intended C. unintended D. partially unintended
  • 7. 2-4 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 8. Which of the following images of change outcomes recognizes that managers often have great difficulty in achieving the change outcomes that were intended? A. Intended change outcomes B. Partially intended change outcomes C. Unintended change outcomes D. Partially unintended change outcomes 9. Which of the following is NOT one of the images of change outcomes discussed in the text? A. Intended change outcomes B. Partially intended change outcomes C. Unintended change outcomes D. Partially completed change outcomes 10. The internal forces that can push change in unplanned directions include all of the following EXCEPT: A. interdepartmental politics. B. long-established working practices that are difficult to dislodge. C. deep-seated perceptions and values that are inconsistent with desired change. D. industry-wide trends affecting an entire sector. 11. The external forces that can push change in unplanned directions include all of the following EXCEPT: A. long-established working practices that are difficult to dislodge. B. confrontational industrial relations. C. legislative requirements. D. industry-wide trends affecting an entire sector.
  • 8. 2-5 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 12. Which of the following images is most likely to view management as controlling and change outcomes as being achievable as planned? A. The director image B. The navigator image C. The caretaker image D. The coach image 13. In the image, control is at the heart of management action, although a variety of external factors mean that, although change managers may achieve some intended change outcomes, they may have little control over other results. A. director B. navigator C. caretaker D. coach 14. In the image, the management role is still one of control, although the ability to exercise that control is severely constrained by a range of internal and external forces that propel change relatively independent of management intentions. A. nurturer B. caretaker C. coach D. interpreter
  • 9. 2-6 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 15. In the image, the assumption is that change managers can intentionally shape an organization's capabilities in particular ways. A. navigator B. caretaker C. coach D. director 16. A change manager as has the task of creating meaning for others, helping them to make sense of events and developments that, in themselves, constitute a changed organization. A. navigator B. caretaker C. director D. interpreter 17. The image of change manager as assumes that even small changes can have a large impact on organizations, and that managers may be unable to control the outcomes of these changes. A. nurturer B. navigator C. director D. caretaker 18. Which of the following argues that organizational change is nonlinear, is fundamental rather than incremental, and does not necessarily entail growth? A. Confucian theory B. Chaos theory C. Taoist theory D. Institutional theory
  • 10. 2-7 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 19. In , change is regarded as cyclical, processional, journey-oriented, based on maintaining equilibrium, observed and followed by those who are involved, and normal rather than exceptional. A. Confucian/Taoist theory B. chaos theory C. population ecology theory D. institutional theory 20. Which of the following images is most likely associated with the image of a manager being able to shape change? A. The director image B. The navigator image C. The caretaker image D. The coach image 21. Which of the following images is most likely associated with the image of a manager being able to control change? A. The director image B. The coach image C. The interpreter image D. The nurturer image 22. argue that organizational changes unfold over time in a messy and iterative manner, and thus rely on the image of change manager as navigator. A. Processual theories B. Contingency theories C. Taoist and Confucian theories D. Institutional theories
  • 11. 2-8 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 23. Which of the following theories does NOT reinforce the caretaker image of managers of change? A. Life-cycle theory B. Population ecology theory C. Chaos theory D. Institutional theory 24. views organizations passing through well-defined stages from birth to growth, maturity, and then decline or death. A. Life-cycle theory B. Population ecology theory C. Chaos theory D. Institutional theory 25. According to life-cycle theory, the second stage of the natural developmental cycle of an organization is _. A. birth B. growth C. maturity D. death 26. focuses on how the environment selects organizations for survival or extinction, drawing on biology and neo-Darwinism. A. Life-cycle theory B. Population ecology theory C. Chaos theory D. Institutional theory
  • 12. 2-9 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 27. argues that change managers take broadly similar decisions and actions across whole populations of organizations. A. Life-cycle theory B. Population ecology theory C. Chaos theory D. Institutional theory 28. According to DiMaggio and Powell, which of the following is NOT one of the pressures associated with the similarities in the actions of organizations that result from the interconnectedness of organizations that operate in the same sector or environment? A. Coercive pressure B. Mimetic pressure C. Normative pressure D. Ethical pressure 29. According to DiMaggio and Powell, government-mandated changes are an example of pressure. A. coercive B. mimetic C. normative D. initiated 30. According to DiMaggio and Powell, when organizations imitate the structures and practices of other organizations in their field, they succumb to pressure. A. coercive B. mimetic C. normative D. replicated
  • 13. 2-10 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 31. occurs when there is professionalization of work such that managers in different organizations adopt similar values and working methods that are similar to each other. A. Coercive pressure B. Mimetic pressure C. Normative pressure D. Replicated pressure 32. By stressing the importance of values such as humanism, democracy, and individual development, the organization development (OD) theory reinforces the image of a change manager as _. A. coach B. interpreter C. nurturer D. caretaker True / False Questions 33. The image of management as a controlling function has deep historical roots. True False 34. The image of management as a shaping function, enhancing both individual and organizational capabilities, has deep roots. True False
  • 14. 2-11 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 35. Power-coercive strategies rely on achieving the intended outcomes through the compliant behavior of those who have less power. True False 36. Power-coercive strategies of change assume that changes occur when people abandon their old orientations and commit to new ones. True False 37. Both intended and unintended consequences may emerge from the actions of change managers. True False 38. There has been less attention paid to the images of intended change outcomes in commentary on change management than to unintended change outcomes. True False 39. Maturity is the final stage of the natural development cycle of an organization according to life- cycle theory. True False 40. Population ecology theory draws on biology and neo-Darwinism. True False 41. According to population ecology theory, organizational variation occurs as the result of random chance. True False
  • 15. 2-12 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 42. In general, the implication of population ecology theory is that managers have little sway over change where whole populations of organizations are affected by external forces. True False 43. The caretaker and nurturer images are more frequently discussed in relation to change management and are more widely accepted in domains of organization theory where there is more practice orientation. True False
  • 16. 2-13 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 02 Images of Change Management Answer Key Multiple Choice Questions 1. According to John Kotter, which of the following statements is true of change in organizations? A. Small-scale transformations are more valuable than large-scale transformations. B. Organizations need more change leadership. C. Change management and change leadership are indistinguishable. D. Change leadership refers to the basic tools and structures with which smaller-scale changes are controlled. Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 02-01 Evaluate the use that different authors make of the terms change agent, change manager, and change leader. 2. Which of the following images is most likely to help managers be aware of potential component breakdowns and see their role in terms of maintenance and repair? A. A machine image B. A microculture image C. A political image D. A macroculture image Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 02-02 Understand the importance of organizational images and mental models.
  • 17. 2-14 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 3. strategies assume that people pursue their own self-interest. A. Empirical-rational B. Normative-re-educative C. Power-coercive D. Normative-educative Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 4. strategies assume that changes occur when people abandon their traditional, normative orientations and commit to new ways of thinking. A. Empirical-rational B. Normative-re-educative C. Power-coercive D. Normative-educative Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 5. strategies rely on achieving the intended outcomes through the compliant behavior of those who have less power. A. Empirical-rational B. Normative-re-educative C. Power-coercive D. Normative-educative Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
  • 18. 2-15 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 6. In change outcomes, it is assumed that some, but not all, change intentions are achievable. A. intended B. partially intended C. unintended D. partially completed Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 7. In change outcomes, the dominant assumption is that intended change outcomes can be achieved as planned. A. intended B. partially intended C. unintended D. partially unintended Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 8. Which of the following images of change outcomes recognizes that managers often have great difficulty in achieving the change outcomes that were intended? A. Intended change outcomes B. Partially intended change outcomes C. Unintended change outcomes D. Partially unintended change outcomes Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
  • 19. 2-16 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 9. Which of the following is NOT one of the images of change outcomes discussed in the text? A. Intended change outcomes B. Partially intended change outcomes C. Unintended change outcomes D. Partially completed change outcomes Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 10. The internal forces that can push change in unplanned directions include all of the following EXCEPT: A. interdepartmental politics. B. long-established working practices that are difficult to dislodge. C. deep-seated perceptions and values that are inconsistent with desired change. D. industry-wide trends affecting an entire sector. Accessibility: Keyboard Navigation Difficulty: 3 Hard Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 11. The external forces that can push change in unplanned directions include all of the following EXCEPT: A. long-established working practices that are difficult to dislodge. B. confrontational industrial relations. C. legislative requirements. D. industry-wide trends affecting an entire sector. Accessibility: Keyboard Navigation Difficulty: 3 Hard Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
  • 20. 2-17 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 12. Which of the following images is most likely to view management as controlling and change outcomes as being achievable as planned? A. The director image B. The navigator image C. The caretaker image D. The coach image Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 13. In the image, control is at the heart of management action, although a variety of external factors mean that, although change managers may achieve some intended change outcomes, they may have little control over other results. A. director B. navigator C. caretaker D. coach Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
  • 21. 2-18 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 14. In the image, the management role is still one of control, although the ability to exercise that control is severely constrained by a range of internal and external forces that propel change relatively independent of management intentions. A. nurturer B. caretaker C. coach D. interpreter Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 15. In the image, the assumption is that change managers can intentionally shape an organization's capabilities in particular ways. A. navigator B. caretaker C. coach D. director Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
  • 22. 2-19 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 16. A change manager as has the task of creating meaning for others, helping them to make sense of events and developments that, in themselves, constitute a changed organization. A. navigator B. caretaker C. director D. interpreter Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 17. The image of change manager as assumes that even small changes can have a large impact on organizations, and that managers may be unable to control the outcomes of these changes. A. nurturer B. navigator C. director D. caretaker Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
  • 23. 2-20 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 18. Which of the following argues that organizational change is nonlinear, is fundamental rather than incremental, and does not necessarily entail growth? A. Confucian theory B. Chaos theory C. Taoist theory D. Institutional theory Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 19. In , change is regarded as cyclical, processional, journey-oriented, based on maintaining equilibrium, observed and followed by those who are involved, and normal rather than exceptional. A. Confucian/Taoist theory B. chaos theory C. population ecology theory D. institutional theory Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 20. Which of the following images is most likely associated with the image of a manager being able to shape change? A. The director image B. The navigator image C. The caretaker image D. The coach image Accessibility: Keyboard Navigation
  • 24. 2-21 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 21. Which of the following images is most likely associated with the image of a manager being able to control change? A. The director image B. The coach image C. The interpreter image D. The nurturer image Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 22. argue that organizational changes unfold over time in a messy and iterative manner, and thus rely on the image of change manager as navigator. A. Processual theories B. Contingency theories C. Taoist and Confucian theories D. Institutional theories Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
  • 25. 2-22 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 23. Which of the following theories does NOT reinforce the caretaker image of managers of change? A. Life-cycle theory B. Population ecology theory C. Chaos theory D. Institutional theory Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 24. views organizations passing through well-defined stages from birth to growth, maturity, and then decline or death. A. Life-cycle theory B. Population ecology theory C. Chaos theory D. Institutional theory Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 25. According to life-cycle theory, the second stage of the natural developmental cycle of an organization is _. A. birth B. growth C. maturity D. death Accessibility: Keyboard Navigation Difficulty: 1 Easy
  • 26. 2-23 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 26. focuses on how the environment selects organizations for survival or extinction, drawing on biology and neo-Darwinism. A. Life-cycle theory B. Population ecology theory C. Chaos theory D. Institutional theory Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 27. argues that change managers take broadly similar decisions and actions across whole populations of organizations. A. Life-cycle theory B. Population ecology theory C. Chaos theory D. Institutional theory Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
  • 27. 2-24 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 28. According to DiMaggio and Powell, which of the following is NOT one of the pressures associated with the similarities in the actions of organizations that result from the interconnectedness of organizations that operate in the same sector or environment? A. Coercive pressure B. Mimetic pressure C. Normative pressure D. Ethical pressure Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 29. According to DiMaggio and Powell, government-mandated changes are an example of pressure. A. coercive B. mimetic C. normative D. initiated Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 30. According to DiMaggio and Powell, when organizations imitate the structures and practices of other organizations in their field, they succumb to pressure. A. coercive B. mimetic C. normative D. replicated Accessibility: Keyboard Navigation
  • 28. 2-25 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 31. occurs when there is professionalization of work such that managers in different organizations adopt similar values and working methods that are similar to each other. A. Coercive pressure B. Mimetic pressure C. Normative pressure D. Replicated pressure Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 32. By stressing the importance of values such as humanism, democracy, and individual development, the organization development (OD) theory reinforces the image of a change manager as _. A. coach B. interpreter C. nurturer D. caretaker Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. True / False Questions
  • 29. 2-26 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 33. The image of management as a controlling function has deep historical roots. TRUE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 34. The image of management as a shaping function, enhancing both individual and organizational capabilities, has deep roots. TRUE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 35. Power-coercive strategies rely on achieving the intended outcomes through the compliant behavior of those who have less power. TRUE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 36. Power-coercive strategies of change assume that changes occur when people abandon their old orientations and commit to new ones. FALSE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers.
  • 30. 2-27 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 37. Both intended and unintended consequences may emerge from the actions of change managers. TRUE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 38. There has been less attention paid to the images of intended change outcomes in commentary on change management than to unintended change outcomes. FALSE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. 39. Maturity is the final stage of the natural development cycle of an organization according to life- cycle theory. FALSE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 40. Population ecology theory draws on biology and neo-Darwinism. TRUE Accessibility: Keyboard Navigation Difficulty: 1 Easy Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images.
  • 31. 2-28 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 41. According to population ecology theory, organizational variation occurs as the result of random chance. TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 42. In general, the implication of population ecology theory is that managers have little sway over change where whole populations of organizations are affected by external forces. TRUE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 02-03 Compare and contrast six different images of managing change and change managers. Learning Objective: 02-04 Explain the theoretical underpinning of different change management images. 43. The caretaker and nurturer images are more frequently discussed in relation to change management and are more widely accepted in domains of organization theory where there is more practice orientation. FALSE Accessibility: Keyboard Navigation Difficulty: 2 Medium Learning Objective: 02-05 Apply these six images of managing change to your personal preferences and approach, and to different organizational contexts.
  • 32. Exploring the Variety of Random Documents with Different Content
  • 36. The Project Gutenberg eBook of War Experiences and the Story of the Vicksburg Campaign from "Milliken's Bend" to July 4, 1863
  • 37. This ebook is for the use of anyone anywhere in the United States and most other parts of the world at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this ebook or online at www.gutenberg.org. If you are not located in the United States, you will have to check the laws of the country where you are located before using this eBook. Title: War Experiences and the Story of the Vicksburg Campaign from "Milliken's Bend" to July 4, 1863 Author: J. J. Kellogg Release date: July 14, 2012 [eBook #40233] Most recently updated: October 23, 2024 Language: English Credits: Produced by Ernest Schaal and The Online Distributed Proofreading Team at http://www.pgdp.net (This file was produced from images generously made available by The Internet Archive) *** START OF THE PROJECT GUTENBERG EBOOK WAR EXPERIENCES AND THE STORY OF THE VICKSBURG CAMPAIGN FROM "MILLIKEN'S BEND" TO JULY 4, 1863 ***
  • 38. Capt. J. J. Kellogg
  • 40. COPYRIGHTED BY CAPT. J. J. KELLOGG 1913
  • 41. THE DAY WE STARTED FOR WAR. Recollections of Captain J. J. Kellogg. The day we left home for the war was an eventful one, and the incidents crowded into that day will never be effaced from my memory. There was a rally that afternoon, upon which occasion we added some important names to our company roll. Some of the boys who then enlisted in our ranks were prominent in our local society and passed current in the ranks of our best young people. Others came out of their obscurity for the first time on that occasion, and were first known and noticed on the day of their enlistment. I had never intimately known Isaac Haywood, who was afterwards my bunkmate, until that day. I first made the acquaintance of Tom Wilson then, but it would require too much space to name all the comrades I then met. And when the great struggle finally ended, how few of those fair-haired, bright-eyed boys were permitted to return to their old homes. Only a small squadron of lithe-limbed, bronze-faced fellows came back. I loved Ike Haywood on sight. I think I was mainly attracted towards Ike because of his eccentric ways, odd manner of speech and his wonderful good nature. Dame Nature had gotten Ike up without especial regard to good looks, but had braced, propped and generally supported his irregular features with wonderful bones and sinews, all contained in a close knit wrapper of inflexible cord and muscle. Like other unusually powerful men, Ike was usually the very soul of good nature; but when fully aroused and forced on the aggressive he was known and acknowledged to be a holy terror. He had long powerful arms and
  • 42. hands, broad shoulders, thick neck, surmounted by a bullet-shaped head with small ears. He had thin red hair, faded red mustache, was squint-eyed and wore a half smile on his peach blossom face, and his under lip sort of slouched down at one end. He looked funny at all times, but more particularly was he comical when he tried to be in sober earnest. Tom Wilson, on the contrary, was a handsome boy and a school teacher by profession, but I can't waste time and space in extended personal descriptions of my comrades. The war excitement had fully aroused the patriotic citizens of our city, and the simple message which the gallant Major Anderson had sent under the first flag of truce to Governor Pickens at Charleston in which he asked, "Why have you fired upon the flag of my country?" found an echo in every loyal heart, and we young men found ourselves asking in fierce, hot whispers, "Why have you fired on the flag of my country?" The fragment of a company had already been enlisted there and forwarded to camp at Cairo, and that day the citizens had made a supreme effort to fill its ranks at least to the minimum. I can describe but faintly the patriotic turmoil of that day. I only remember that along every highway leading into town came overloaded vehicles in apparently unending procession, bearing their burden of human freight. Flags fluttered from windows, and business fronts were swathed with patriotic bunting. The thundering discharge of an old anvil seemed to jar the universe at each discharge. At stated intervals the brass band also played loudly and harshly from the band stand, and the recruiting squad paraded the streets with fife and drum. A reverend gentleman spoke at the city hall, and as he waxed warm and eloquent, more than a score of men walked up to the desk and signed the enlistment rolls. Tom and Ike and I subscribed our names on the roll together. When Tom Wilson got up and declared his intention to enlist
  • 43. everybody cheered vociferously. In the little speech he made with trembling voice he reminded his friends that he must surrender to their care his aged and helpless mother during his absence. That she gave her husband and his father to the country in the Mexican war, and he had hoped the privilege would have been accorded him to tenderly care for her in the decline of her life, and that he was the only slender reed she had to lean upon in the world, etc., etc. Ike and I followed Tom, and in turn several others followed us. The crowd yelled and cheered themselves hoarse, and coming forward irrespective of rank or social position, cordially shook our hands and spoke encouraging words to us. When the rally ended we had our full complement of men, and were ordered to be ready to go to the front when our train which had been ordered should arrive that night. In the evening the citizens gave us a farewell banquet with an interesting program. A glee club sang patriotic songs; a student of the high school declaimed "The Charge of the Light Brigade"; a Mexican war veteran volunteered suggestions as to the best means and methods of avoiding camp diseases in active military service, and as to the best and most approved treatment of severed arteries, fractured limbs and contused heads. An old Mississippi steamboat captain with a glow of ripe cherry mantling his cheeks and nose, spoke at some length recommending whiskey and quinine if obtainable, but whiskey anyhow for river and swamp fevers, and gunpowder and whiskey for weak knees. Though strongly urged, neither Tom Wilson nor myself spoke, but Ike couldn't excuse himself satisfactorily when solicited, and though greatly against his inclination, he was fairly lifted to his feet by his new comrades, and as nearly as I can remember said substantially, as follows: "Feller citizens, the time has arrove when every galloot that cares a tinker's darn for the Union orter go to the front. I'm goin' fer one. I haint got much book larn'n but I reckon I can soon larn to cock a cannon or lug a musket 'round and in this racket, I b'leve I've got edication 'nuf to know which way to shute. I never have ranked very
  • 44. high in this community, and don't 'spect to get much higher than a brigadier in this war, but I'm goin' to help our fellers drive them rebels from pillar to post, and if necessary drive 'em right into the post, but what we git 'em b'gosh. This supper you women have given us was luscious, and I b'leve I shall taste it clear through the war. I want to bid all the folks and more specially you fellers who could go to the war just as well as not and won't, goodbye. If yer ever tackled in the rear while we're down there in the front, let us know and we'll come up and help you through." At the conclusion of the banquet exercises, each newly enlisted man hurried away from the hall to arrange for his departure. The families and friends of those living at a distance, were nearly all in town to witness the departure of friends and loved ones. The streets of the town were crowded with excited citizens and visitors. There was the faithful mother with tearful eyes and blanched cheeks clinging to the arm of her soldier boy and bravely struggling to calm the throbbings of her aching heart. The sad eyed father and sorrowing brothers and sisters were standing near, each vainly trying to say encouraging words. A group of half tipsy recruits joked and laughed and sang snatches of patriotic songs with thick and wobbling tongues. Across the street in the shadow of the maples, a boy and girl paced to and fro with slow and measured steps. Maybe afterwards that girl when her hair was frosted with age remembered that last promenade with bitter tears, and again maybe the grim old war kindly gave back to her at the last her boy, lithe-limbed but bronzed by the sulphurous breath of battle. I saw Tom Wilson hurry home after the banquet, and I knew he had gone to stay with his old mother and assist her in preparing his meagre belongings for departure, and I knew what the agony of that parting would be when the supreme minute of departure actually came. And when I called for him on my way to the depot, I saw him unclasp her loving arms from his neck and lay her almost unconscious form tenderly upon the lounge. He kissed her pale lips, and with a great sob hurried out across the threshold of his humble
  • 45. home. At the gate we met Mrs. Haywood, who, having bade her own son goodbye, was making her way to the Wilson home to try and comfort and be comforted in their common sorrow. We bade Mrs. Haywood a tender farewell, and we promised to watch over her boy through the days of his absence, and she in turn assured Tom that she would care for and protect his dear old mother to the best of her ability. When Mrs. Haywood had passed into the house, Tom turned and watched the window anxiously until he saw again the dear old face with its straggling gray locks framed there, and then with our modest bundles under our arms and hats drawn down over our flushed, sad faces, we went slowly down to the depot. And when almost to the depot, Tom could still see that window with its precious living picture. With streaming eyes she had watched him drifting out of her life. Tom was her only child. He was all she had on earth to cling to and love. For many years his meager earning had supported the home. Ever since the death of his father the boy had been her idol. And now in her old age, not only was she to be deprived of his presence and companionship, but also of the simple little income his labor had produced. And she at last saw her darling drifting away from the shores of her simple life out into the blue depths of the Union army, maybe never to return. She had given the country the father, now the country had taken the only son. The measure of her sacrifices was more than full and almost more than she could bear. Arriving at the depot, many farewells were said to us by both friends and strangers, as the processions of men, women and children swept along the platform ere the coming of our train. The queenly Miss Frankie Bell, whom we young fellows had always considered with her wealth and beauty too high and mighty to ever deign to notice one of us common fellows, actually sobbed when she pressed our hands, and pledged poor Tom Wilson that his aged mother should be her especial charge during his absence and should want for no comfort which her means could obtain. And when I saw the glad look her assurances had brought out on Tom's face, and knew so well her ability to do all she promised, she all at once
  • 46. became in my estimation the grandest and most angelic woman I had ever beheld. And at last the low rumble of our train was heard in the distance, and the click of the strumming rails warned the anxious waiting friends that the final farewells were now in order and must be said quickly. Ike at the last moment appeared upon the scene, actually staggering under his great load of boxes and bundles. He was sweating and puffing like a porpoise, and said as he came up to us, in his usually droll way. "Got a few things here mother fixed up for us to chaw on the way down to war." We had to laugh at him. On his shoulder he carried a dry goods box crammed full. From his waist belt dangled an old battered coffee pot and cracked skillet. In his left hand he carried a mammoth cloth satchel wadded so full that ghastly stumps of a roast turkey were protruding from its gaping mouth. To the smiling bystander he said with a comical squint, "The feller who won't provide for his own household is wus than an infidel, b'gosh." It was plain to be seen that Ike had fully anticipated and provided for his most pressing wants during our trip to the front. As the train came wheezing up to the platform, the perfect shower of goodbyes, farewells, Godspeeds and kisses, hugs and hand pressures were hastily enacted, the locomotive tolled mournfully for a brief space, the conductor shouted, "All aboard," the engine began to wheeze and cough, and the train crawled slowly away into the shadows of the night. The citizens cheered the vanishing cars, and we sent back an answering cheer, which hardly rose above the rumble of the receding train. We watched the lights of the old home town until they were finally quenched in the thick midnight gloom, as we were whirled away toward the scene of conflict. We were destined for Cairo, where the other part of our company awaited us. When we had gotten out beyond the limits of the old home town we suffered a reaction, and those who had so recently wept now talked and laughed excitedly. The long faces began to broaden, and the compressed lips curl into smiles. Some one led off with "John Brown's Body, etc., etc." and by the time they got his body mouldering in the grave everybody was singing and they sang hysterically and wildly.
  • 47. When all had howled themselves hoarse, they raided their well- filled lunch baskets and ate like famished wolves, notwithstanding the fact that every soul of them had been crammed and wadded with food at the banquet that evening. If the mothers and friends of those boys could have seen them in their wild carousal they would have thought them heartless and dissembling wretches but such judgment would have been wholly unjust. This line of action was the result of the relaxation of the overwrought nerves and muscles. Every old veteran of the civil war will recall many occasions where the relaxation of overwrought nerves made him act very foolishly. The effect of that hour of final leave taking upon the depot platform upon our boys was not wholly unlike that afterwards sustained on the battle line just preparatory to an engagement, when an occasional double leaded message jarred the sensitive membrane of a fellow's ears as it scooted by with a cold hiss or a shell shrieking and seething in its mad flight through the upper air; such occasions not only try men's nerves, but they try men's souls. Finally things settled down and everyone sought repose and some manner of rest. I watched from the car window, the lights flitting past as the train forged steadily ahead. Station after station had been passed while we caroused and slept. For the men were sprawled out through the coaches in every conceivable position, now forgetful in their heavy slumber of both home and friends. Late in the night a sudden jerk of the engine tumbled me off my seat, and this was the first knowledge I had that I had actually been asleep. As I rubbed my sleepy eyes, I saw the outlines of an angular form picking his way towards me, and carefully over-stepping the sleeping forms that lay in his path. He carried a big satchel, and made manifest his mission when sufficiently near me. It was Ike, and he opened his remarks by saying "Thought 't was 'bout time we foddered up." He lounged down beside me. "I was taking it pretty comp'table back yonder till the durned old engine just yanked me off my roost," he said.
  • 48. He explored the inside of the old satchel, and brought out a goodly supply of provender. "The boys must have sung themselves to sleep," said I for want of something better to say. "Yes," drawled Ike, as he sliced off two huge chunks of roast turkey breast. "They kept John Brown's body moulderin' in the grave till it seemed to me the corpse got mighty stale. I tell ye, Jack, we may fetch the rebs down with our muskets," he continued, "an frighten them with wild whoops, but we'll never charm 'em much with our singin', I reckon," he mused as he busied himself spreading our lunch on the opposite seat. "I guess the boys had to do something extraordinary to overcome the sad sensations the parting engendered," said I. "Prob'ble," said Ike, as he bolted a ponderous chunk of roast turkey. "I felt 'siderable like yelpin' myself, but couldn't see as 'twould add anything much to the infernal racket, so I jes held my yelp." I partook freely of the tempting lunch thus offered, and blessed the careful forethought of Mrs. Haywood which had supplied us such a luxury. Eating revived my spirits amazingly, and though not depressed by parting with relatives, as my relatives were all far away, yet I was terribly saddened by the goodbye from my best girl. "Who knows," said I, "but what the war will soon wind up without much more fighting and bloodshed and we within a few weeks will go rattling back home over this road all safe and sound?" "I don't know," said Ike, "mor'n you do, but I can't get the igee out of my head that we will yet see some of the dog blastedest fightin' and killin' afore we fellers return home that ever jarred the gable end of this 'ere universe. I tell you, Jack Kellogg," he continued, as he hurriedly imported the lunks, chunks and slabs of provender into his capacious mouth, "ef ther ain't no blood on the moon fore long then my cackalation has jumped a cog. I tell you this
  • 49. here thunderin' fuss of ringing bells, blowin' whistles, drummin' and fifin' and shootin' great guns and husselin' a lot of us fellers off down here atween two days, aint none of Mrs. Winslow's soothin' syrup, by a gol durned sight. It all means bloody noses an' black eyes, I tell ye, and there'll be vacant cheers 'nuff t' seat a concert hall fore it' all done with, I tell ye." This was a long speech for Ike to make, but he made it in such an earnest manner with such impressive gestures and vigorous delivery that I was greatly impressed with the belief that his statements were probably true. At many of the stations through which our train passed straggling soldiers were waiting to go to their commands, and boarded our train. And under the dim light of the station lamp we saw the weeping mother hold her soldier boy close to her aching heart as they kissed the last long, good-bye kiss. Those affecting scenes so often re-enacted before us contributed in no small degree to intensify the solemnity of that hour. At one station standing on the depot platform was an ominous looking box, and in the few minutes we were delayed there we learned from an old gentleman that it contained the remains of his boy which he was taking back to mother and the old northern home for burial. His soldier boy had been killed in a skirmish with the rebels down in Missouri. On the evening of the third day from home the train which bore our detachment pulled slowly into Cairo. In every direction as far as eye could discern, we saw an unbroken blaze of camp fires. An ear- splitting din of strange and unusual sounds filled the air. Mule drivers were haranguing their teams in blasphemous eloquence, as the poor creatures floundered through the bottomless roads, and liberally applied the merciless lash to the backs of those poor patient, overloaded creatures. The roll and beat of drums blended and echoed and swelled, filling the night with weird hoarse thunder. Distant headquarter bands were concerting noisily, and newly arrived commands went splashing along the muddy highways to some
  • 50. destination beyond the line of our vision. Staff officers and orderlies galloped their smoking steeds hither and yonder at wonderful speed. Black ambulances toiled slowly along the crowded tracks with their freight of the sick and suffering. Steamboats ablaze with signal lights coughed, whistled and wheezed out on the dark bosom of the Mississippi, while the volley of brays from the mule corral smote our ears like the concluding blasts of the very last trumpet. "The hull United States seems to be goin' to roost down here," observed Ike as he leaned out of one of the car windows and observed the situation. "Beats a camp meeting," chipped in somebody else. "Don't seem to be much discipline in this end of the army," said another. "I reckon they'll have to cheese this racket 'fore they catch any fish," another remarked. And all these and many other comical remarks were made by our boys, as they contemplated the new situation from the cars and patiently awaited orders to go to camp. It was indeed a great relief to us when an orderly bestriding a jaded, mud-bespattered horse finally rode up and informed us that he would take us to camp. Accordingly we disembarked, fell into line and set out for our campground. After a deep wading, tiresome zigzagging along miserable roads, devious and uncertain paths and blind trails, across sloppy and splashy summer-fallows, for what seemed an interminable distance, we at last reached camp. In anticipation of our coming, the camp boys had prepared us a regulation army supper consisting mainly of beans, bacon, rice and hard tack, with the usual black coffee accompaniment.
  • 51. Notwithstanding the rude coarse rations, the hungry recruits laid to and ate with a wonderful relish and offered no excuses. To be sure, as the supper progressed, many humorous observations were made by the boys, touching the kinds and quality of Uncle Sam's menu and the manner of its service. Notwithstanding the coarse rations offered and the fact that every mother's son of them had been continually gormandizing ever since we left home, each did ample justice to his first army supper. Haywood discovered the corpse of a lightning bug embalmed in his plate of beans, and another equally as observing and curious fished the remains of an unknown beetle out of his rice. A detachment of daddy long legs charged to and fro across the bacon platter, and divers bugs and insects swarmed around the sputtering candles. One recruit soaked his hard tack in his coffee until it bloated up like a toad, and Ike, while wrestling with a piece of swine belly, allowed he probably "wasn't the first feller that had had holt of that." "Ike, how do you like the grub?" asked Tom, when he had lounged down beside a stump, after eating. "Better'n I 'spected," said Ike, "Haint got used to them tacks yet, but the pepper'n salt was passable." Then we stowed away our luggage, finding places for our traps and boxes, and selecting sleeping places. Observing that two blankets could be utilized by two persons bunking together better than one blanket could serve one lone person, they paired off and mated up like spring geese. As might naturally be supposed, Ike and I bunked together. We spread our blankets at the roots of a tree where Haywood allowed we would be a little above high-water mark, and by the time the numerous regimental bands and bugles were sounding tattoo, we were well tucked away for the night, and though this was an entirely new experience to us, we were only too glad to stretch ourselves out in the open air between two coarse army blankets. As we pulled the drapery of our couch about us, Ike got a sniff of carbolic acid upon our blankets and asked me if I
  • 52. "catched onto the deathly fragrance of our bed clothes." I told him I noticed a peculiar smell. "Smells like a woodpecker's nest," continued Ike. "Guess they've been packing limberger cheese 'r suthin' in 'em. "No," said I, "but I suppose the blankets have been treated with some preparations of disinfection." "Took us fer a lot of lepers, I spose," said Ike. "Hardly that," I replied, but I explained to him that it was my understanding that all army blankets were perfumed in this way for protection against moths and perhaps for sanitary reasons. "Prob'ble," Ike murmured drowsily, and his next breath was a hoarse snore. I was very tired, but could not at once go to sleep, and for some time I remained awake amid my strange surroundings and looked out into the night and listened to the wild weird noises of the camp. Above me, through the tangle of twigs and vines appeared the starlit sky; the campfires shone on either hand far out into the night, and away over the fields and forests came the good night bugle calls, the soldier's lullaby, softly saying "go-to-sleep, go-to-sleep, go-to-sleep, soldier, sleep, go-to-sleep." From the mule corral came volley upon volley of subdued, tongue-tied braying, and the old steamboat engines coughed down at the river landing. Those strange sounds at last sent me also to dreamland, but I believe my last sleepy thoughts were tapping at the window of my old northern home. I have already related in this article more than one day's experience in my war life, unlike what I intended to do at the onset, but all is so closely linked together that I felt I must add the first night in camp to the article to make it complete, and so I have added more.
  • 53. The reveille on the succeeding morning brought us tired fellows out all too soon. It seemed that scarcely ten minutes had elapsed since retiring, when the wild blasts of bugles, jarring drums and screaming of fifes aroused us from slumber. Ike rolled up onto his elbow and remarked to me, "Them fellers out there are jovial cusses, aint they, pounded their drums and things all times of the night." I told him I guessed this was one of the calls. "Might have waited 'till we got fixed up a little fore they called," said Ike, sitting up on the blanket. "I supposed we come to stay all night," with a questioning squint at me. "No," I told him, "this is a different kind of a call. The thundering they gave us last night just as we went to bed was what they call tattoo, and meant to go to bed. The few whacks of the drum and snorts of the bugle afterwards meant to put out the lights, and this racket means to fall in for roll call." "Wal, I swow," said Ike, pulling on one of his boots. "They treat us like a lot of kids, don't they? But I say, you don't pretend to imagine if a feller should take a cramp 'r some other pain in the night, he couldn't strike up a light to find his pills nor nothin', do ye?" I told him I thought not, because in war times, if every soldier was allowed to fire up in the night at will the enemy could shoot us just as well as in the day time. "B'gosh, there's sense in that," replied Ike, as we fell in for roll call. That day we elected our officers.
  • 55. CHAPTER I. SCENES ENROUTE. IT was May 7, 1863 when Company B, 113th Illinois Vol. Infantry, to which I belonged, started from Milliken's Bend, La., with the balance of Grant's army for the rear of Vicksburg. That day we marched 14 miles and at night camped on a beautiful plantation and procured raw cotton from a nearby gin to sleep on. By noon of the 8th we had reached the banks of Woody Bayou and halted there for dinner. That night we had arrived at the plantation of Confederate General Fiske and appropriated some of his fresh beef for supper. We made 19 miles that day. The 9th we pursued our march along Roundaway Bayou through a beautiful fertile country covered with vast fields of corn and other crops, and splendidly built up. We crossed some streams upon pontoon bridges, and saw our first alligators in that bayou. We also saw scattered along the roadside many dead horses and mules, and passed the smoking ruins of many plantation buildings. We ate our dinner on the grounds of Confederate Judge Perkins. We passed through magnolia groves in full bloom, and along miles of blossoming rose hedge; beautiful and fragrant beyond description. At night we arrived at Lake St. Joseph and camped on its shores. All along our route the houses were deserted by all whites and able bodied colored people, only the sick, the aged and decrepit remained. On the 10th we continued our march along the shores of Lake St. Joseph. Out on the surface of the lake numerous old gray-backed alligators lay sleeping, and ever and anon a musket would crack and one of those old gators would clap his hand on his side and go out
  • 56. of sight with a splash. A number of dead gators with bullet holes in their bodies had floated ashore. Today we passed immense fields of grain, one corn field comprising 1,400 acres; and also passed the smoking ruins of plantation houses more frequently. At 4 o'clock we got to Hard Times Landing, on the Mississippi river, opposite Grand Gulf and encamped for the night. The 11th until 4 o'clock we laid off waiting for ferryage across the river and while some went fishing, others spent the time in any amusement or recreation they chose, but at that hour a gunboat arrived and we fell in and went on board of gunboat Louisville and were ferried across to Grand Gulf, where we went into camp with our brigade at the foot of the high bluff. The camp was full of happy contrabands who patted juba and danced nearly all night to the music of a cane instrument unlike any other musical instrument I ever saw. At an early hour on the 12th we marched away over the hills for Rocky Springs. This country was rough and sterile and not nearly as productive as Louisiana. At the end of 18 miles we went into camp for the night in a beautiful grove on a hill close to a spring of pure, cold water. We killed some sheep and chickens for supper, but where they came from only the Lord and some of our boys knew. The 13th we continued our march through Rocky Springs, across Big and Little Sandy creeks, and through a vastly finer country than yesterday. We arrived at the town of Cayuga that night and made our quarters in a church, and when the church bell rang furiously about midnight, we were told No. 10 wanted the Corporal of the guard. The 14th we got a very early start but it soon began to rain and very soon we were wading in red sticky mud. We ate our dinner, well sheltered from the rain, in another country church, and at night we got quarters in a deserted plantation house. There we got supper and made our coffee in an old fashioned fireplace. We also, at least
  • 57. two of us, slept on a bedstead like white folks that night, but the bed bugs perforated us numerously. We were then 30 miles from Jackson and 14 miles from the advance of Grant's army. During the night the enemy molested our pickets and we got out to the tune of the long roll, but no blood was shed. The 15th we continued our march to Raymond, arriving there at 2 o'clock p. m. There we halted an hour and visited our wounded friends and acquaintances of the 20th Illinois, then at that point, who had been wounded that day in the battle of Raymond, after which we pushed on 8 miles farther to Clinton and made our camp in the college grounds on the hill. At Clinton we found and paroled a large number of rebel sick in hospitals. Our boys visited the sick and wounded rebels in these hospitals and gave them crackers, tobacco and coffee or any little delicacies they happened to have, the same as they would have treated their own comrades, and many a poor sick Johnnie's eyes grew moist in those rebel hospitals because of the kindness of the Yanks to them that day. The 16th we remained in camp at Clinton until noon, and then in compliance with orders, when Steel's division came through from Jackson, we fell into his line of march and marched away towards Boulton, and camped that night within a mile of that town. I desire to mention here that in the early morning today General Grant with a few mounted attendants went through Clinton at a rapid pace towards Black river or Champion Hills. The 17th we proceeded towards Black river with Steel's division, passed through Boulton at 10 a. m., and shoved so close to a body of the enemy that our commander threw us into line of battle with ambulances close on our heels and trains trailing in the rear. But a few scattering shots resulted, however, and we arrived at Black river at 7 p. m., and there rejoined our brigade. We crossed Black river on a pontoon bridge, proceeded 2 miles farther towards Vicksburg and camped in the woods by the roadside.
  • 58. Early the 18th we resumed our march for Vicksburg, 24 miles away, and when within 4 miles of said city we rubbed against a rebel force, and in line of battle pushed them gently back to their works, behind which they disappeared. We then went into camp on one of the walnut hills behind our heavy picket line. And what a noisy night was that, my countrymen! The pickets on both sides kept up a steady fusilade throughout the night. I undertook to pool my blankets with our Major (Williams) that night, and we made our bed on the exposed slope of the hill. Hardly had we get cleverly stretched out for a snoose when a rebel bullet struck the cold clammy earth just about three-fourths of an inch northeast of the lobe of my left ear. Some Mississippi soil was precipitated into my face thereby. I called the major's attention to the fact and proposed a change of base to the other slope of the hill about 10 rods away. The major made light of my proposition and said, "Lie still and go to sleep and you won't hear 'em strike." I waited a few minutes longer until a few more bullet chugs smote upon my ear, when I got up hastily and with my blanket went and lodged on the other slope of the hill. I'm no coward, but I didn't want to be accidentally killed without knowing something about it.
  • 59. CHAPTER II. THE CHARGE OF MAY 19. ON the 18th of May, 1863, Vicksburg was completely invested. A year before the first attempt was made against this fortified city, and in reply to a demand of surrender at that time the rebels said: "Mississippians did not know and refused to learn how to surrender to an enemy." Now we'uns had arrived and proposed to teach them how to surrender to an enemy. Some time before daylight on the morning of the 19th we were quietly aroused and instructed to prepare our breakfasts without noise or unnecessary fire or light. Every man of my company proceeded, by the aid of twigs and dry leaves, to make just fire enough on the protected slope of the hill, to boil his tin cup of coffee and broil a slice of diaphragm um et swinum for the morning meal. We did not at first know what the program for the day was, but before we had dispatched our breakfast it was whispered to us by those who claimed to have access to headquarters that we were scheduled to charge the enemy's works in the early morning. I hadn't had a good view of the Vicksburg fortifications the day before, and now in the first faint light of the morning, while the men were eating and making preparations for the charge, I crept cautiously out on the crest of the hill, and so far as I could without exposing myself, contemplated the defenses against which we had to charge. Three strong bastioned forts on the right, center and left on high grounds within a line of entrenchments and stockades confronted us. It required but a brief inspection to satisfy me that more than likely we wouldn't go into town that day. I confess that my observations did not in any great measure increase my confidence in our ability to take the place by assault. When I
  • 60. returned to my company I saw many of the boys entrusting their valuables with hasty instructions to the few lame and sick ones, who must needs stay behind and care for the company effects while we were gone. I felt like turning over my stuff also, but happened to recollect I had no valuables. From the outlook I was satisfied very many of us would not answer to roll call that night, and I felt that I might be one of the silent ones. A more beautiful May morning than that of the 19th I had never seen. The pickets had ceased firing, the birds sang sweetly in the trees, and the cool morning breeze was fragrant with the perfume of flowers and shrubs. It was hard to believe that such a beautiful morning as that would bring such an eve as followed it. When the sun was well up then the various bodies of our troops were quickly marched to their respective positions in what was to be the charging line. My regiment was marched forward and to the right of our night's position, to the base of the last range of the Walnut hills, and we were instructed then that when all of our batteries fired three volleys in rapid succession our whole assaulting column was to move forward and charge the enemy's works. The space intervening between our line and the enemy's fortification over which we must pass was badly cut up by ravines and hills and covered by brush and fallen trees. When the signal for the general assault came my regiment, the 113th Illinois, belonging to Giles A. Smith's brigade of Blair's division and Sherman's army corps, was among the first to make a determined attack. While awaiting the signal to go in we had been practicing, over a big sycamore log behind which we were crouching, a few long range shots at the rebel stockade, but when the three rapid artillery discharges came we first stood up, then we scaled the log and pushed forward. On our immediate right was the 6th Missouri, and I being on the right of our regiment went in side by side with the men of their left. A lieutenant on the left of that regiment was in his shirt sleeves and wore a white shirt; he and I went side by side for several steps, when he lunged forward upon the ground, and in the quick glance I gave him I saw a circle of red forming on his shirt back. The leaden hail from the enemy was absolutely blinding. The very sticks and chips scattered over the ground were jumping under