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2
Copyright © 2016 Pearson Education, Inc.
5) Regardless of how departments like Accounting, Engineering, Finance, and Marketing
function in an organization, they are all linked together through:
A) management.
B) processes.
C) customers.
D) stakeholders.
Answer: B
Reference: Role of Operations in an Organization
Difficulty: Moderate
Keywords: departments, functions, processes
Learning Outcome: Discuss operations and operations management as a competitive advantage
for the organization.
AACSB: Application of Knowledge
6) The foundations of modern manufacturing and technological breakthroughs were inspired by
the creation of the mechanical computer by:
A) Charles Babbage.
B) James Watt.
C) Eli Whitney.
D) Frederick Taylor.
Answer: A
Keywords: Charles Babbage
7) Which of these Great Moments in Operations and Supply Chain Management did not occur in
the 20th century?
A) invention of the assembly line
B) publication of the Toyota Production Systems book
C) establishment of railroads
D) strategic planning for achieving product variety
Answer: C
Keywords: history, railroad

3
8) Operations management refers to the systematic design, direction, and control of
that transform into products and services.
Answer: processes, inputs
Keywords: process, input, transform, product, service
9) The three mainline functions of any business are , , and .
Answer: operations, finance, marketing
Keywords: operations, finance, marketing, functions of a firm
10) What are the three key functions of a firm and what is each responsible for?
Answer: The three main functions of a firm are operations, finance, and marketing. The
operations function transforms material and service inputs into product and service outputs. The
finance function generates resources, capital and funds from investors and sales of the firm's
goods and services in the marketplace. The marketing function is responsible for producing sales
revenue of the outputs.
Keywords: manufacturing process, service process
1.2 A Process View
1) A process involves transforming inputs into outputs.
Answer: TRUE
Reference: A Process View
Difficulty: Easy
Keywords: process, inputs, outputs
Learning Outcome: Describe the main types of operations processes and layouts in
manufacturing and in services.

4
2) Every process has a customer.
Answer: TRUE
Difficulty: Easy
Keywords: process, customer relationship
3) A nested process refers to a process within a process.
Answer: TRUE
Difficulty: Easy
Keywords: nested process
4) At the level of the firm, service providers offer just services and manufacturers offer just
products.
Answer: FALSE
Keywords: manufacturing, service, similarity, goods, services
5) At the process level, it is much easier to distinguish whether the process is providing a service
or manufacturing a product.
Answer: TRUE
Keywords: manufacturing process, service process, goods, services
6) Manufacturing processes tend to be capital intensive, while service processes tend to be more
labor intensive.
Answer: TRUE
Difficulty: Easy
Keywords: manufacturing process, service process, capital intensive, labor intensive

5
7) Quality is more easily measured in a service process than in a manufacturing process.
Answer: FALSE
Keywords: manufacturing process, service process, quality
8) Contact with the customer is usually higher in a manufacturing process than in a service
process.
Answer: FALSE
Difficulty: Easy
Keywords: manufacturing process, service process, customer contact
9) At the level of the firm, service providers do no just offer services and manufacturers do not
just offer products.
Answer: TRUE
Difficulty: Easy
10) Which of these statements about processes is NOT true?
A) A process can have its own set of objectives.
B) A process can involve work flow that cuts across departmental boundaries.
C) A process can require resources from several departments.
D) A process can exist without customers.
Answer: D

6
11) Operations management is part of a production system that can be described in the following
manner:
Organization: inputs→processes→outputs.
Which one of the following correctly describes a production system?
A) airline: pilots→planes→transportation
B) bank: tellers→computer equipment→deposits
C) furniture manufacturer: wood→sanding→chair
D) telephone company: satellites→cables→communication
Answer: C
Keywords: production system, input, process, output
Table 1.1
You are the Production Manager for the toy manufacturing process at the ABC Company.
12) Use the information provided in Table 1.1. An example of an internal customer is:
A) the lumber company.
B) the Receiving Department at ABC.
C) the Shipping Department at ABC.
D) the toy store at the mall.
Answer: C
Keywords: internal customer

7
13) Use the information provided in Table 1.1. An example of an internal supplier is:
Answer: B
Keywords: internal supplier
14) Use the information provided in Table 1.1. An example of an external customer is:
Answer: D
Keywords: external customer
15) Use the information provided in Table 1.1. An example of an external supplier is:
Answer: A
Keywords: external supplier

8
16) Which of the following is an example of a nested process?
A) At the start of the new semester, a student first pays tuition and then goes to the bookstore.
B) A customer service representative verifies a caller's account information.
C) A candidate's intent to graduate is checked for financial holds by the Bursar and for degree
requirements by Advising before the diploma mill prints their sheepskin.
D) A stockbroker calls a client and advises her to sell silver short.
Answer: C
Difficulty: Easy
Keywords: nested process
17) Which of the following statements is more of a general characteristic of a manufacturing
organization, as compared to a service organization?
A) Short-term demand tends to be highly variable.
B) Operations are more capital intensive.
C) Outputs are more intangible.
D) Quality is more difficult to measure.
Answer: B
Keywords: manufacturing organization, service organization, capital intensity
18) Which one of the following statements is more of a general characteristic of a service
organization, as compared to a manufacturing organization?
A) Output can be inventoried.
B) The response time is longer.
C) There is less customer contact.
D) The facilities tend to be smaller.
Answer: D
Keywords: manufacturing organization, service organization, facilities

9
19) Manufacturing processes usually have:
A) physical, durable output.
B) high levels of customer contact.
C) output that cannot be inventoried.
D) low levels of capital intensity.
Answer: A
Keywords: manufacturing organization, service organization, physical output
20) Service processes usually have:
A) physical, durable output.
B) low levels of customer contact.
C) output that can be inventoried.
D) low levels of capital intensity.
Answer: D
Keywords: manufacturing organization, service organization, capital intensity
21) A(n) is any activity or group of activities that takes one or more inputs, transforms
and adds value to them, and provides one or more outputs for its customers.
Answer: process
Keywords: process, activity, input, value

10
22) List and briefly describe five differences between services and manufacturing. Provide
examples to illustrate your arguments.
Answer:
Manufactured Goods Services
Physical, durable products Intangible, perishable products
Output can be produced, stored, and
transported
Can't be produced and stored
Low customer contact Customers can be part of the input
and part of the process
Have days to deliver Must be offered within minutes
Regional, national, or international
markets
Local markets
Large facilities Small facilities
Capital intensive Labor intensive
Quality easily measured Quality not easily measured
Examples will vary.
23) Identify a large employer in your hometown. Describe this organization's inputs, processes,
and outputs.
Answer: Answers will vary based on the employer selected.
Keywords: input, process, output
1.3 A Supply Chain View
1) A core process is a set of activities that delivers value to external customers.
Answer: TRUE
Reference: A Supply Chain View
Keywords: core process, supply chain
Learning Outcome: Compare common approaches to supply chain design.

11
2) The supplier relationship process selects the suppliers of services, materials and information,
while the order fulfillment process facilitates the timely and efficient flow of these items into the
firm.
Answer: FALSE
Keywords: supplier relationship, process, order fulfillment process
3) One distinction between core processes and support processes is that core process can cut
across the organization while support processes do not.
Answer: FALSE
Difficulty: Easy
Keywords: core process, process analysis
4) A set of activities that delivers value to external customers is a:
A) supply chain.
B) core process.
C) support process.
D) system.
Answer: B
Keywords: activity, core process
5) Budgeting, recruiting, and scheduling are examples of a(n):
A) development.
B) core process.
C) support process.
D) system.
Answer: C
Keywords: activity, support process

12
6) The process that facilitates the placement of orders and identifies, attracts, and builds
relationships with external customers is called the:
A) customer relationship process.
B) new service development process.
C) order fulfillment process.
D) supplier relationship process.
Answer: A
7) The process that includes the activities required to produce and deliver the service or product
to the external customer is called the:
A) customer relationship process.
B) new service development process.
C) order fulfillment process.
D) supplier relationship process.
Answer: C
Keywords: process, order fulfillment
8) Which of these business processes typically lies within the realm of operations?
A) complaint handling
B) customer relationship
C) help desks
D) waste management
Answer: B
9) The cumulative work of the processes of a firm is a(n) .
Answer: supply chain
Keywords: processes, supply chain

13
10) provide vital resources and inputs to core processes.
Answer: Support processes
Keywords: support process, core process
1.4 Operations Strategy
1) A firm's core competencies should determine its core processes.
Answer: TRUE
Reference: Operations Strategy
Difficulty: Easy
Keywords: core competency, core process
2) Firm A wants to enter a foreign market and has a skill that is difficult to duplicate. Firm B
desires this skill, so Firm A works with Firm B in an arrangement known as a joint venture.
Answer: FALSE
Keywords: strategic alliance
3) The framework for carrying out all of an organization's functions is:
A) the competitive priority.
B) the corporate strategy.
C) the market analysis.
D) the organizational design.
Answer: B
Keywords: corporate strategy

14
4) In response to social and political moves to discourage cigarette smoking, major cigarette
manufacturers have had to diversify into other products. Identifying the pressures against
smoking is an example of:
A) environmental scanning.
B) market segmentation.
C) flow strategy.
D) mission statement development.
Answer: A
Keywords: environmental scanning, strategy
Learning Outcome: Discuss the role of operations management in corporate social responsibility
and sustainability
5) A company realizes that recent layoffs at its primary customers reflect potential falling
demands for its customers' products, and hence for its own products. The company has engaged
in:
A) flow strategy.
B) market segmentation.
C) mission statement redefinition.
D) environmental scanning.
Answer: D
Keywords: environmental scanning
6) Core competencies are:
A) product or service attributes that represent the needs of a particular market segment.
B) another name for competitive priorities.
C) various flow strategies.
D) the unique resources and strengths that management considers when formulating strategy.
Answer: D
Keywords: core competency, strategy

15
7) Which of the following is an example of a core competency?
A) facilities
B) top quality
C) low-cost operations
D) on-time delivery
Answer: A
Keywords: core competency
8) Price, quality, and the degree of customization are all examples of:
A) volume needs.
B) other needs.
C) product needs.
D) delivery system needs.
Answer: C
Keywords: needs assessment
9) The Gap, Inc. has targeted teenagers and young adults in need of casual clothes, and through
its GapKids stores, the parents or guardians of infants through 12-year-olds. This is an example
of:
A) market segmentation.
B) a collaborative effort between the company and its customers.
C) a needs assessment.
D) a mission statement.
Answer: A
Keywords: market segmentation

16
10) One form of strategic alliance is the , in which two firms agree to cooperate to
produce a product or service together.
Answer: joint alliance
Keywords: joint alliance
11) What are four core processes in a firm and how are they related?
Answer: The customer relationship process identifies, attracts, and builds relationships with
external customers and facilitates the placement of orders. The order fulfillment process includes
activities required to produce and deliver the service or product to the external customer. The
new service/product development process designs and develops new services or products, which
may be to customer specifications. The supplier relationship process selects the suppliers of
services, materials, and information and facilitates the flow of these items into the firm. All of
these processes exist to provide a service or product to the customer.
Keywords: core process, customer relationship, service/product development, order fulfillment,
supplier relationship
1.5 Competitive Priorities and Capabilities
1) Competitive priorities are the means by which operations implements the firm's corporate
strategies.
Answer: FALSE
Reference: Competitive Priorities and Capabilities
Keywords: competitive priority, corporate strategy
2) Flexibility is a possible competitive priority.
Answer: TRUE
Difficulty: Easy
Keywords: flexibility, competitive priority

17
3) A firm once made purchasing decisions based on which supplier had the lowest cost. But once
cash flow was healthy, purchasing decisions were made based on the fastest delivery of goods
and services by firms. In this case, delivery speed is clearly the order qualifier.
Answer: FALSE
Keywords: competitive priority, order qualifier
4) Admission to the prestigious school had become so competitive that a high GPA is no longer
enough to separate one fresh-faced high school student from another. Today's outstanding
candidate must also demonstrate their involvement in a myriad of extracurricular activities in
order to be admitted. It seems that good grades are now:
A) a needs assessment.
B) order qualifiers.
C) order winners.
Answer: B
Difficulty: Easy
Keywords: order qualifier
5) The first three cars I bought all fell apart around 50,000 miles. It was called planned
obsolescence and no one seemed to care until companies entered the market that promised
70,000, then 80,000, and finally 100,000 warranties. What sets a great car apart from a good one
now is not the quality, which is assumed, but performance, safety and fuel economy. A car that
can achieve all three is highly sought after. In the automotive market, performance, safety and
fuel economy are sterling examples of:
A) order winners.
B) a needs assessment.
C) order qualifiers.
Answer: A
Difficulty: Easy
Keywords: order winner

18
6) You are interested in buying a laptop computer. Your list of considerations include the
computer's speed in processing data, its weight, screen size, and price. You consider a number of
different models, and narrow your list based on speed and monitor screen size, then finally select
a model to buy based on its weight and price. In this decision, weight and price are examples of:
A) order qualifiers.
B) a needs assessment.
C) order winners.
Answer: C
Difficulty: Easy
Keywords: order winner
7) Competitive priorities:
A) may change over time.
B) are the cost, quality, time and flexibility dimensions that a process or supply chain actually
possesses and is able to deliver.
C) are used to distinguish between a service that is considered and one that is actually purchased.
D) are developed by a review of internal operations capabilities.
Answer: A
Difficulty: Easy
Keywords: competitive priorities
8) You are interested in buying a laptop computer. Your list of considerations include the
computer's speed in processing data, its weight, screen size and price. You consider a number of
different models, and narrow your list based on its speed and monitor screen size, then finally
select a model to buy based on its weight and price. In this decision, speed and monitor screen
size are examples of:
A) order winners.
B) a mission statement.
C) a needs assessment.
D) order qualifiers.
Answer: D
Difficulty: Easy
Keywords: order qualifier

19
9) Using an airline example for competitive priorities, the process capability of handling service
needs of all market segments and promotional programs would be best described by:
A) top quality.
B) variety.
C) consistent quality.
D) delivery speed.
Answer: B
Difficulty: Easy
Keywords: variety, competitive priorities
10) A company's ability to quickly introduce a new service or product would be best described
as:
A) volume flexibility.
B) variety.
D) development speed.
Answer: D
Difficulty: Easy
Keywords: development speed, competitive priorities
11) A business focusing on increasing the efficiency of its operations is more directly addressing:
B) variety.
D) low-cost.
Answer: D
Difficulty: Easy
Keywords: efficiency, low-cost, competitive priority

20
12) While other suppliers bidding for the contract brought bids with lower per unit costs,
Orchard wanted to take delivery based on the fact that the components they were using were
machined to their exacting specifications 99.99999% of the time. Orchard's competitive priority
was:
A) top quality.
B) consistent quality.
C) on-time delivery.
D) delivery speed.
Answer: B
13) A popular haberdashery could take a customer's measurements in the afternoon and produce
a dandy suit ready for customer pickup by next morning. Their competitive priority was:
A) variety.
B) top quality.
C) delivery speed.
D) on-time delivery.
Answer: C
14) For students not wanting a traditional major in marketing or accounting, for example, the
college decided to create a general business major, which allowed any combination of the easiest
business courses to comprise the program. The competitive priority achieved in this example is:
A) customization.
B) delivery speed.
D) low-cost.
Answer: A
Difficulty: Easy
Keywords: customization, competitive priority

21
15) A company's ability to support varying rates of production is BEST described as:
B) variety.
D) development speed.
Answer: A
Difficulty: Easy
Keywords: volume flexibility, competitive priorities
16) A firm gains competitive advantage by outperforming competitors in terms of competitive
priorities, which fall into four major groups:
Answer: cost, quality, time, flexibility
Difficulty: Easy
, , , and .
Keywords: competitive priorities, cost, quality, time, flexibility
17) is the elapsed time between receiving a customer's order and filling it.
Answer: Lead time
Difficulty: Easy
Keywords: time, delivery speed
18) measures the frequency with which delivery-time promises are met.
Answer: On-time delivery
Difficulty: Easy
Keywords: on-time delivery

22
19) is the ability to accelerate or decelerate the rate of production quickly to handle
large fluctuations in demand.
Answer: Volume flexibility
Difficulty: Easy
Keywords: volume flexibility, demand fluctuations
20) Every sub-contractor knew that their quality had to be excellent to be considered for the
project; it was their ability to deliver on time that would secure the lucrative contract. Quality
was recognized as being an , but on-time delivery was the .
Answer: order qualifier, order winner
Keywords: order qualifier, order winner
21) Explain what an operations strategy is and the importance of competitive priorities. Give an
example from an organization (public or private, manufacturing or service).
Answer: An operations strategy is the means by which operations implements the firm's
corporate strategy. Competitive priorities are the key capabilities that operations must develop to
compete successfully in a market segment. Possible competitive priorities include low-cost
operation, high-performance design, consistent quality, delivery speed, on-time delivery,
development speed, customization, and volume flexibility. Examples will vary.
Keywords: operations strategy competitive priorities
22) Name the two competitive priorities for quality and give an example of each.
Answer: The two competitive priorities are top quality, which is the determination of the level
of operations performance required in making a product or performing a service, and consistent
quality, which measures the frequency with which the product or service meets design
specifications. Examples will vary.
Keywords: competitive priorities, top quality, consistent quality

23
23) Name the three competitive priorities for time and give an example of each.
Answer: The three competitive priorities for time are delivery speed, on-time delivery, and
development speed. Delivery speed refers to the elapsed time between receiving a customer's
order and filling it. On-time delivery measures the frequency with which delivery-time promises
are met. Development speed measures how quickly a new product or service is introduced.
Examples will vary.
Keywords: competitive priorities, delivery speed, on-time delivery, development speed
1.6 Addressing the Trends and Challenges in Operations Management
1) Strategic plans are developed farther into the future than tactical plans.
Answer: TRUE
Reference: Addressing the Trends and Challenges in Operations Management
Difficulty: Easy
Keywords: strategic plans, tactical plans
2) Most products today are composites of global materials and services from throughout the
world.
Answer: TRUE
Keywords: globalization, products
3) The increased global presence of many firms has lessened the burden to behave ethically.
Answer: FALSE
Difficulty: Easy
Keywords: ethics, global presence
Learning Outcome: Discuss the influences of the global competitive environment on operations
management

24
4) Operations managers are involved at both the strategic and tactical levels of corporate
strategy.
Answer: TRUE
Difficulty: Easy
Keywords: strategic level, tactical level
5) In an assembly operation at a furniture factory, six employees assembled an average of 450
custom chairs per 5-day week. What is the labor productivity of this operation?
A) 90 chairs per worker per day
B) 20 chairs per worker per day
C) 15 chairs per worker per day
D) 75 chairs per worker per day
Answer: C
Keywords: labor productivity
AACSB: Analytical Thinking
6) A manufacturing process requires 12 minutes of labor to make 10 units of product. Which of
the following actions will increase productivity?
1. Increase labor per 10 units of production
2. Decrease labor per 10 units of production
3. Increase number of units per 10 minutes of labor
4. Decrease number of units per 12 minutes of labor
A) 1 and 3 only
B) 2 and 4 only
C) 1 and 4 only
D) 2 and 3 only
Answer: D
Difficulty: Easy
Keywords: labor productivity

25
7) The details of weekly output and input for a fabrication process are as follows: output is 400
units, with a standard selling price of $100 per unit. For the week, total labor costs are: 10
workers at 40 hours for the week, are paid $15 per hour. Total material costs for the 400 units are
$5,000. Weekly overhead is charged at the rate of 1.5 times the labor costs. What is the
multifactor productivity for the week?
A) 0.02
B) 0.75
C) 1.50
D) 2.00
Answer: D
Difficulty: Easy
Keywords: multifactor productivity
Table 1.2
The Abco Company manufactures electrical assemblies. The current process uses 10 workers
and produces 200 units per hour. You are considering changing the process with new assembly
methods that increase output to 300 units per hour, but will require 14 workers. Particulars are as
follows:
CURRENT
PROCESS NEW PROCESS
OUTPUT (UNITS / HOUR) 200 300
NUMBER OF WORKERS 10 14
MATERIAL COST /
HOUR $120 $150
Workers are paid at a rate of $10 per hour, and overhead is charged at 140% (or 1.4 times) labor
costs. Finished switches sell for $20 / unit.
8) Use the information provided in Table 1.2. What is the multifactor productivity of the current
process?
A) less than or equal to 8.0
B) greater than 8.0 but less than or equal to 10.0
C) greater than 10.0 but less than or equal to 12.0
D) greater than 12.0
Answer: C

26
9) Use the information provided in Table 1.2. What is the multifactor productivity of the new
process?
A) less than or equal to 8.0
D) greater than 12.0
Answer: D
10) Use the information provided in Table 1.2. Based on your productivity calculations, what
decision should you make?
A) implement the new process
B) stay with the current process
C) need more information to make a decision
D) Either process is acceptable (since the multi-factor productivities are the same).
Answer: A
11) It takes the Blacksburg shipyard twenty six weeks with 500 workers to build a small tanker.
Material costs are $32 million and overhead costs are $2 million. Workers cost $40 per hour
including benefits and work 40 hours per week. The ship sells for $75 million. What is the
multifactor productivity ratio?
A) less than 1.0
D) greater than 3.0
Answer: B

27
12) Which of the following would be considered an advantage of global competition?
A) ability to safeguard proprietary technology in working with offshore suppliers
B) a recent climate of low political risk and lessening nationalization
C) high levels of worker skills in foreign countries mean less required training
D) strong global competition and increased worldwide demand
Answer: D
Keywords: global competition
AACSB: Diverse and Multicultural Work Environments
13) With regards to globalized operations and cost advantages, what China is to manufacturing,
India is to:
A) services.
B) human resources.
C) finance.
D) supply chain.
Answer: A
management
14) Companies that do not have operations in China find it difficult to compete based on the
basis of low prices with companies that do. Instead those companies tend to compete based on:
A) quality and social responsibility.
B) speed and small production runs.
C) luxury.
D) quality and small production runs.
Answer: B
management

28
15) Productivity is defined as divided by .
Answer: output, input
Keywords: output, input, productivity
16) Half of the world's greenhouse gases are produced by only nations.
Answer: seven
Keywords: environment, greenhouse gas
Learning Outcome: Discuss the role of operations management in corporate social responsibility
and sustainability
AACSB: Ethical Understanding and Reasoning
17) How has global competition affected productivity? Cite specific examples and reference the
productivity equation to support your thesis.
Answer: Examples will vary; students should argue that the increase in global competition has
increased productivity for those firms that have survived. Firms that fail (or have already failed)
to effectively compete with new competition suffer from reduced sales, so the numerator in the
productivity equation will be lower, perhaps without a commensurate decrease in the
denominator, resulting in reduced productivity. Firms that are effectively competing against
global competition probably have higher levels of productivity. Global operations might include
cheaper or better raw materials and labor, resulting in a smaller denominator and higher
productivity. Global competition might also inject new management techniques and leaner
operations if some services are outsourced to specialist companies.
Keywords: productivity, raw materials, labor
management

29
18) What are some disadvantages of globalization?
Answer: Operations in other countries can have disadvantages. A firm may have to relinquish
proprietary technology if it turns over some of its component manufacturing to offshore suppliers
or if suppliers need the firm's technology to achieve desired quality and cost goals. Political risks
may also be involved. Each nation can exercise its sovereignty over the people and property
within its borders. The extreme case is nationalization, in which a government may take over a
firm's assets without paying compensation. Exxon and other large multinational oil firms are
scaling back operations in Venezuela due to nationalization concerns. Further, a firm may
actually alienate customers back home if jobs are lost to offshore operations. Employee skills
may be lower in foreign countries, requiring additional training time. South Korean firms moved
much of their sports shoe production to low-wage Indonesia and China, but they still
manufacture hiking shoes and in-line roller skates in South Korea because of the greater skills
required. In addition, when a firm's operations are scattered globally, customer response times
can be longer. Coordinating components from a wide array of suppliers can be challenging.
Keywords: globalization
management
19) What are some ethical issues that are prevalent in organizations that have a global operations
presence?
Answer: Some countries are more sensitive than others about conflicts of interest, bribery,
discrimination against minorities and women, minimum-wage levels, and unsafe workplaces.
Managers must decide whether to design and operate processes that do more than just meet local
standards. In addition, technological change brings debates about data protection and customer
privacy. In an electronic world, businesses are geographically far from their customers, so a
reputation of trust is paramount.
Keywords: ethical issues, ethics, globalization

30
20) Barry's Tire Service completed 100 tire changes, six brake jobs, and 16 alignments in an
eight-hour day with his standard crew of six mechanics. A brake specialist costs $16 per hour, a
tire changer costs $8 per hour, and an alignment mechanic costs $14 per hour. The materials cost
for a day was $2000, and overhead cost was $500.
a. What is the shop's labor productivity if the retail price for each respective service is $60, $150,
and $40?
b. What is the multifactor productivity, if the crew consisted of two of each type mechanic?
Answer:
a. = $157/hr
b. = 2.43
Keywords: labor productivity, multifactor productivity

31
21) Consider the information in Table 1.3.
Table 1.3
The Abco Company manufactures electrical assemblies. The current process uses 10 workers
and produces 200 units per hour. You are considering changing the process with new assembly
methods that increase output to 300 units per hour, but will require 14 workers. Particulars are as
follows:
CURRENT
PROCESS NEW PROCESS
OUTPUT (UNITS / HOUR) 200 300
NUMBER OF WORKERS 10 14
MATERIAL COST /
HOUR $120 $150
costs. Finished switches sell for $20/unit.
a. Calculate the multifactor productivity for the current process.
b. Calculate the multifactor productivity for the new process.
c. Determine if the new process should be implemented.
Answer:
a. = = 11.11
b. = = 12.35
c. The new process increases multifactor productivity and should be implemented.

32
SERVICE # Customers
Mow lawn & edge 6
Mow lawn, edge, and fertilize 3
Mow lawn, edge, and weed prevention
treatment 2
Mow lawn & fertilize 2
22) The three person crew worked their way through the neighborhood, mowing lawns, edging,
applying fertilizer and weed treatments where necessary and collecting all the clippings for use
as mulch as part of their new green initiative. Their pricing scheme appears in Table A and the
mix of orders and service costs appear in Table B:
a. What is their multifactor productivity for these orders in the prestigious Edmond Oaks
neighborhood?
b. Which of the service combinations provided by them is the most productive service
combination from a multifactor perspective?
c. What is their labor productivity for the same mix of orders?
Table A: Price List
SERVICE PRICE LABOR
MATERIA
L
Mow lawn $75 1 hr $2
Edge $20 .25 $1
Fertilizer treatment $120 .25 $45
Weed prevention
$80 .25 $25
treatment
Multiple services 5% discount
times the number
of services
costs. For a customer that gets both mowing and edging, their $95 bill would be discounted for
two services times 5% for a total of 10% off the $95 straight charge for a cost of $85.50. A
customer receiving three services would get a 15% discount off their service bill. Labor hours
shown in Table A are total hours for the three-person crew.
Table B: Orders Processed

33
Answer:
a. Multifactor Productivity Overall
Total Revenue = $86 × 6 + $182.75 × 3 + $148.75 × 2 + $175.50 × 2 = $1709.75
Labor Cost = $12.50 × 6 + $15 × 3 + $15 × 2 + $12.50 × 2 = $175
Material Cost = $3 × 6 + $48 × 3 + $28 × 2 + $47 × 2 = $312
Overhead Cost = 1.2 × ($12.50 × 6 + $15 × 3 + $15 × 2 + $12.50 × 2) = $210
Multifactor Productivity =
Multifactor Productivity = 2.45
b. Multifactor Productivity by Service
Mow & Edge = = 2.8
Mow & Edge & Fertilize = = 2.26
Mow & Edge & Weed = = 2.44
Mow & Fertilize = = 2.36
The package with the highest multifactor productivity is the Mow & Edge
c. Overall Labor Productivity.
Total Revenue = $85.59 × 6 + $182.75 × 3 + $148.75 × 2 + $175.50 × 2 = $1709.75
Labor Cost = $12.50 × 6 + $15 × 3 + $15 × 2 + $12.50 × 2 = $175
Labor Productivity =
Labor Productivity = 9.77

34
23) The three-person crew worked their way through the neighborhood, testing doorknobs and
windows and slipping past security systems like a team of ninjas. Of course, they weren't ninjas,
but a crew of brazen burglars, hoping to grab cash and other valuables to fence at the next level
of their supply chain. Fortune smiles on them on this day in the prestigious Edmond Oaks
neighborhood. A lawn maintenance crew is creating a tremendous racket mowing and edging
lawns, which completely drowns out the sounds of breaking glass. Details of the day's haul
appear in Table C.
a. What is the multifactor productivity?
b. What is the labor productivity?
Table C: The Haul
ITEM
SALES
PRICE LABOR MATERIAL
Krugerrand $1500 1 hr $2
Flat screen TV $250 .25 $1
$200 cash $200 .05 $45
Lava lamp $5 .15 $25
Rolex watch $180 .10 $1
Workers are paid at a flat rate of 20% of the sales price of the merchandise. Materials cost
represents the cost of gasoline and surgical gloves, and overhead is 20% of the sales price of
the merchandise.
Answer:
a. Multifactor Productivity
Total Revenue = $1500 + $250 + $200 + $5 + $180 = $2135
Labor Cost = 20% × ($1500 + $250 + $200 + $5 + $180) = $427
Material Cost = $2 + $1 + $45 + $25 + $1 = $74
Overhead Cost = 20% × ($1500 + $250 + $200 + $5 + $180) = $427
Multifactor Productivity =
Multifactor Productivity = 2.30
b. Labor Productivity
Total Revenue = $1500 + $250 + $200 + $5 + $180 = $2135
Labor Cost = 20% × ($1500 + $250 + $200 + $5 + $180) = $427
Labor Productivity =
Labor Productivity = 5

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MY RELIGION.
BY
COUNT LEO TOLSTOI.
TRANSLATED FROM THE FRENCH.
NEW YORK:
THOMAS Y. CROWELL & CO.,
13 Astor Place.

Copyright by
Thomas Y. Crowell & Co.,
1885.

TRANSLATOR'S PREFACE.
To one not familiar with the Russian language the accessible data
relative to the external life of Leo Nikolaevich Tolstoi, the author of
this book, are, to say the least, not voluminous. His name does not
appear in that heterogeneous record of celebrities known as The
Men of the Time, nor is it to be found in M. Vapereau's
comprehensive Dictionnaire des Contemporains. And yet Count Leo
Tolstoi is acknowledged by competent critics to be a man of
extraordinary genius, who, certainly in one instance, has produced a
masterpiece of literature which will continue to rank with the great
artistic productions of this age.
Perhaps it is enough for us to know that he was born on his father's
estate in the Russian province of Tula, in the year 1828; that he
received a good home education and studied the oriental languages
at the University of Kasan; that he was for a time in the army, which
he entered at the age of twenty-three as an officer of artillery,
serving later on the staff of Prince Gortschakof; and that
subsequently he alternated between St. Petersburg and Moscow,
leading the existence of super-refined barbarism and excessive
luxury, characteristic of the Russian aristocracy. He saw life in
country and city, in camp and court. He was numbered among the
defenders of Sebastopol in the Crimean War, and the impressions
then gathered he used as material for a series of War Sketches that

attracted attention in the pages of the magazine where they first
appeared; and when, a little later, they were published in book form,
their author, then twenty-eight years of age, acquired at once a wide
popularity. Popularity became fame with the publication, also in
1856, of Childhood and Youth, remarkable alike for its artless
revelations concerning the genesis and growth of ideas and
emotions in the minds of the young, for its idyllic pictures of
domestic life, and for its graceful descriptions of nature. This was
followed by The Cossacks, a wild romance of the steppes, vigorously
realistic in details, and, like all of Count Tolstoi's works, poetic in
conception and inspired with a dramatic intensity. In 1860 appeared
War and Peace, an historical romance in many volumes, dealing with
the Napoleonic invasion of 1812 and the events that immediately
followed the retreat from Moscow. According to M. C. Courrière,[1] it
was seized upon with avidity and produced a profound sensation.
"The stage is immense and the actors are innumerable; among them
three emperors with their ministers, their marshals, and their
generals, and then a countless retinue of minor officers, soldiers,
nobles, and peasants. We are transported by turns from the salons
of St. Petersburg to the camps of war, from Moscow to the country.
And all these diverse and varied scenes are joined together with a
controlling purpose that brings everything into harmony. Each one of
the prolonged series of constantly changing tableaux is of
remarkable beauty and palpitating with life."
Pierre Besushkof, one of the three heroes of War and Peace, has,
rightly or wrongly, long been regarded as in some respects an
autobiographical study, but the personal note is always clearly
perceptible in Count Tolstoi's writings, if we are to believe the
reports of the enthusiastic purveyors of literary information who
have made known some of their many attractive qualities. It is plain
also that a common purpose runs through them all, a purpose which
only in the author's latest production finds full expression. There are
hints of it in Childhood and Youth; in War and Peace, and in a
subsequent romance, Anna Karenin, it becomes very distinct. In the

two works last named Count Tolstoi is pitiless in his portrayal of the
vices and follies of the wealthy, aristocratic class, and warm in his
praise of simplicity and unpretending virtue. Pierre Besushkof is
represented as the product of a transition period, one who sees
clearly that the future must be different from the past, but unable to
interpret the prophecies of its coming. M. Courrière speaks of him
very happily as "an overgrown child who seems to be lost in a wholly
unfamiliar world." For a time Pierre finds mental tranquility in the
tenets of freemasonry, and the author gives us a vivid account,
humorous and pathetic by turns, of the young man's efforts to carry
the newly acquired doctrines into practice. He determines to better
the condition of the peasants on his estates; but instead of looking
after the affair himself, he leaves the consummation of his plans to
his stewards, with the result that "the cleverest among them listened
with attention, but considered one thing only,—how to carry out
their own private ends under the pretense of executing his
commands." Later on we are shown Pierre wandering aimlessly
about the streets of burning Moscow, until taken into custody by the
French. Then he learns the true meaning of life from a simple
soldier, a fellow-prisoner, and thereby realizes that safety for the
future is to be obtained only by bringing life to the standard of rude
simplicity adopted by the common people, by recognizing, in act as
well as in deed, the brotherhood of man.
We cannot here enter into the question as to whether this mental
attitude, by no means unusual among Russians of cultivation and
liberality, arises from the lack of social gradation between the noble
and the peasant, which forces the social philosopher of rank to
accept an existence of pure worldliness and empty show, or to adopt
the primitive aspirations and humble toil of the tillers of the soil. At
any rate, it is plain that Count Tolstoi sides with the latter. The
doctrine of simplification has many adherents in Russia, and when,
some time ago, it was announced that the author of War and Peace
had retired to the country and was leading a life of frugality and
unaffected toil in the cultivation of his estates, the surprise to his
own countrymen could not have been very great. In this book he

tells us how the decision was formed. He bases his conclusions on a
direct and literal interpretation of the teachings of Jesus as
expressed in the Sermon on the Mount.
The interpretation is not new in theory, but never before has it been
carried out with so much zeal, so much determination, so much
sincerity, and, granting the premises, with logic so unanswerable, as
in this beautiful confession of faith. How movingly does he depict the
doubts and fears of the searcher after the better life; how impressive
his earnest inquiry for truth; how inspiring his confidence in the
natural goodness, as opposed to the natural depravity of man; how
convincing his argument that the doctrine of Jesus is simple,
practicable, and conducive to the highest happiness; how terrifying
his enumeration of the sufferings of "the martyrs to the doctrine of
the world"; how pitiless his arraignment of the Church for its
complacent indifference to the welfare of humanity here in this
present stage of existence; how sublime his prophecy of the golden
age when men shall dwell together in the bonds of love, and sin and
suffering shall be no more the common lot of mankind! We read,
and are thrilled with a divine emotion; but which of us is willing to
accept the truth here unfolded as the veritable secret of life?
Shall we take seriously this eloquent enunciation of faith in humility,
in self-denial, in fraternal love, or shall we regard it only as a
beautiful and peaceful phase in the career of a man of genius who,
after the storm and stress of a life of sin and suffering, has turned
back to the ideals of youth and innocence, and sought to make them
once more the objects of desire? Fanaticism, do you say? Ah, yes;
but did not Jesus and his disciples practise just such fanaticism as
this? Does any one deny that all that is best in this modern world
(and there is so much of the best, after all), that all that is best has
come from the great moral impulse generated by a little group of
fanatics in an obscure corner of Asia eighteen centuries ago? That
impulse we still feel, in spite of all the obstructions that have been
put in its way to nullify its action; and if any would seek for strength
from the primary source of power, who shall say him nay? And so

although we may smile at the artlessness of this Russian evangelist
in his determination to find in the gospels the categorical imperative
of self-renunciation, although we may regard with wonder the
magnificent audacity of his exegetical speculations, we cannot refuse
to admire a faith so sincere, so intense, and, in many respects, so
elevating and so noble.
HUNTINGTON SMITH.
Dorchester, Mass.,
Nov. 19, 1885.

INTRODUCTION.
I have not always been possessed of the religious ideas set forth in
this book. For thirty-five years of my life I was, in the proper
acceptation of the word, a nihilist,—not a revolutionary socialist, but
a man who believed in nothing. Five years ago faith came to me; I
believed in the doctrine of Jesus, and my whole life underwent a
sudden transformation. What I had once wished for I wished for no
longer, and I began to desire what I had never desired before. What
had once appeared to me right now became wrong, and the wrong
of the past I beheld as right. My condition was like that of a man
who goes forth upon some errand, and having traversed a portion of
the road, decides that the matter is of no importance, and turns
back. What was at first on his right hand is now on his left, and what
was at his left hand is now on his right; instead of going away from
his abode, he desires to get back to it as soon as possible. My life
and my desires were completely changed; good and evil
interchanged meanings. Why so? Because I understood the doctrine
of Jesus in a different way from that in which I had understood it
before.
It is not my purpose to expound the doctrine of Jesus; I wish only to
tell how it was that I came to understand what there is in this
doctrine that is simple, clear, evident, indisputable; how I

understand that part of it which appeals to all men, and how this
understanding refreshed my soul and gave me happiness and peace.
I do not intend to comment on the doctrine of Jesus; I desire only
that all comment shall be forever done away with. The Christian
sects have always maintained that all men, however unequal in
education and intelligence, are equal before God; that divine truth is
accessible to every one. Jesus has even declared it to be the will of
God that what is concealed from the wise shall be revealed to the
simple. Not every one is able to understand the mysteries of
dogmatics, homiletics, liturgics, hermeneutics, apologetics; but every
one is able and ought to understand what Jesus Christ said to the
millions of simple and ignorant people who have lived, and who are
living to-day. Now, the things that Jesus said to simple people who
could not avail themselves of the comments of Paul, of Clement, of
Chrysostom, and of others, are just what I did not understand, and
which, now that I have come to understand them, I wish to make
plain to all.
The thief on the cross believed in the Christ, and was saved. If the
thief, instead of dying on the cross, had descended from it, and told
all men of his belief in the Christ, would not the result have been of
great good? Like the thief on the cross, I believe in the doctrine of
Jesus, and this belief has made me whole. This is not a vain
comparison, but a truthful expression of my spiritual condition; my
soul, once filled with despair of life and fear of death, is now full of
happiness and peace.
Like the thief, I knew that my past and present life was vile; I saw
that the majority of men about me lived unworthy lives. I knew, like
the thief, that I was wretched and suffering, that all those about me
suffered and were wretched; and I saw before me nothing but death
to save me from this condition. As the thief was nailed to his cross,
so I was nailed to a life of suffering and evil by an incomprehensible
power. And as the thief saw before him, after the sufferings of a
foolish life, the horrible shadows of death, so I beheld the same
vista opening before me.

In all this I felt that I was like the thief. There was, however, a
difference in our conditions; he was about to die, and I—I still lived.
The dying thief thought perhaps to find his salvation beyond the
grave, while I had before me life and its mystery this side the grave.
I understood nothing of this life; it seemed to me a frightful thing,
and then—I understood the words of Jesus, and life and death
ceased to be evil; instead of despair, I tasted joy and happiness that
death could not take away.
Will any one, then, be offended if I tell the story of how all this came
about?
LEO TOLSTOI.
Moscow, Jan. 22, 1884.

CHAPTER I.
I shall explain elsewhere, in two voluminous treatises, why I did not
understand the doctrine of Jesus, and how at length it became clear
to me. These works are a criticism of dogmatic theology and a new
translation of the four Gospels, followed by a concordance. In these
writings I seek methodically to disentangle everything that tends to
conceal the truth from men; I translate the four Gospels anew, verse
by verse, and I bring them together in a new concordance. The work
has lasted for six years. Each year, each month, I discover new
meanings which corroborate the fundamental idea; I correct the
errors which have crept in, and I put the last touches to what I have
already written. My life, whose final term is not far distant, will
doubtless end before I have finished my work; but I am convinced
that the work will be of great service; so I shall do all that I can to
bring it to completion.
I do not now concern myself with this outward work upon theology
and the Gospels, but with an inner work of an entirely different
nature. I have to do now with nothing systematic or methodical,
only with that sudden light which showed me the Gospel doctrine in
all its simple beauty.
The process was something similar to that experienced by one who,
following an erroneous model, seeks to restore a statue from broken
bits of marble, and who with one of the most refractory fragments in

hand perceives the hopelessness of his ideal; then he begins anew,
and instead of the former incongruities he finds, as he observes the
outlines of each fragment, that all fit well together and form one
consistent whole. That is exactly what happened to me, and is what
I wish to relate. I wish to tell how I found the key to the true
meaning of the doctrine of Jesus, and how by this meaning doubt
was absolutely driven from my soul. The discovery came about in
this way.
From my childhood, from the time I first began to read the New
Testament, I was touched most of all by that portion of the doctrine
of Jesus which inculcates love, humility, self-denial, and the duty of
returning good for evil. This, to me, has always been the substance
of Christianity; my heart recognized its truth in spite of scepticism
and despair, and for this reason I submitted to a religion professed
by a multitude of toilers, who find in it the solution of life,—the
religion taught by the Orthodox Church. But in making my
submission to the Church, I soon saw that I should not find in its
creed the confirmation of the essence of Christianity; what was to
me essential seemed to be in the dogma of the Church merely an
accessory. What was to me the most important of the teachings of
Jesus was not so regarded by the Church. No doubt (I thought) the
Church sees in Christianity, aside from its inner meaning of love,
humility, and self-denial, an outer, dogmatic meaning, which,
however strange and even repulsive to me, is not in itself evil or
pernicious. But the further I went on in submission to the doctrine of
the Church, the more clearly I saw in this particular point something
of greater importance than I had at first realized. What I found most
repulsive in the doctrine of the Church was the strangeness of its
dogmas and the approval, nay, the support, which it gave to
persecutions, to the death penalty, to wars stirred up by the
intolerance common to all sects; but my faith was chiefly shattered
by the indifference of the Church to what seemed to me essential in
the teachings of Jesus, and its partiality for what seemed to me of
secondary importance. I felt that something was wrong; but I could
not see where the fault lay, because the doctrine of the Church did

not deny what seemed to me essential in the doctrine of Jesus; this
essential was fully recognized, yet in such a way as not to give it the
first place. I could not accuse the Church of denying the essence of
the doctrine of Jesus, but it was recognized in a way which did not
satisfy me. The Church did not give me what I expected from her. I
had passed from nihilism to the Church simply because I felt it to be
impossible to live without religion, that is, without a knowledge of
good and evil aside from animal instincts. I hoped to find this
knowledge in Christianity; but Christianity I then saw only as a
vague spiritual tendency, from which it was impossible to deduce
any clear and peremptory rules for the guidance of life. These I
sought and these I demanded of the Church. The Church offered me
rules wherein I not only sought in vain the practice of the Christian
life so dear to me, but which drove me still further away. I could not
become a disciple of the Church. An existence based upon Christian
truth was to me indispensable, and the Church only offered me rules
completely at variance with the truth that I loved. The rules of the
Church touching articles of faith, dogmas, the observance of the
sacrament, fasts, prayers, were not necessary to me, and did not
seem to be based on Christian truth. Moreover, the rules of the
Church weakened and sometimes destroyed the Christian disposition
of soul which alone gave meaning to my life.
I was troubled most that the miseries of humanity, the habit of
judging one another, of passing judgment upon nations and
religions, and the wars and massacres which resulted in
consequence, all went on with the approbation of the Church. The
doctrine of Jesus,—judge not, be humble, forgive offences, deny
self, love,—this doctrine was extolled by the Church in words, but at
the same time the Church approved what was incompatible with the
doctrine. Was it possible that the doctrine of Jesus admitted of such
contradiction? I could not believe so.
Another astonishing thing about the Church was that the passages
upon which it based affirmation of its dogmas were those which
were most obscure. On the other hand, the passages from which

came the moral laws were the most clear and precise. And yet the
dogmas and the duties depending upon them were definitely
formulated by the Church, while the recommendation to obey the
moral law was put in the most vague and mystical terms. Was this
the intention of Jesus? The Gospels alone could dissipate my doubts.
I read them once and again.
Of all the other portions of the Gospels, the Sermon on the Mount
always had for me an exceptional importance. I now read it more
frequently than ever. Nowhere does Jesus speak with greater
solemnity, nowhere does he propound moral rules more definitely
and practically, nor do these rules in any other form awaken more
readily an echo in the human heart; nowhere else does he address
himself to a larger multitude of the common people. If there are any
clear and precise Christian principles, one ought to find them here. I
therefore sought the solution of my doubts in Matthew v., vi., and
vii., comprising the Sermon on the Mount. These chapters I read
very often, each time with the same emotional ardor, as I came to
the verses which exhort the hearer to turn the other cheek, to give
up his cloak, to be at peace with all the world, to love his enemies,—
but each time with the same disappointment. The divine words were
not clear. They exhorted to a renunciation so absolute as to entirely
stifle life as I understood it; to renounce everything, therefore, could
not, it seemed to me, be essential to salvation. And the moment this
ceased to be an absolute condition, clearness and precision were at
an end.
I read not only the Sermon on the Mount; I read all the Gospels and
all the theological commentaries on the Gospels. I was not satisfied
with the declarations of the theologians that the Sermon on the
Mount was only an indication of the degree of perfection to which
man should aspire; that man, weighed down by sin, could not reach
such an ideal; and that the salvation of humanity was in faith and
prayer and grace. I could not admit the truth of these propositions.
It seemed to me a strange thing that Jesus should propound rules so

clear and admirable, addressed to the understanding of every one,
and still realize man's inability to carry his doctrine into practice.
Then as I read these maxims I was permeated with the joyous
assurance that I might that very hour, that very moment, begin to
practise them. The burning desire I felt led me to the attempt, but
the doctrine of the Church rang in my ears,—Man is weak, and to
this he cannot attain;—my strength soon failed. On every side I
heard, "You must believe and pray"; but my wavering faith impeded
prayer. Again I heard, "You must pray, and God will give you faith;
this faith will inspire prayer, which in turn will invoke faith that will
inspire more prayer, and so on, indefinitely." Reason and experience
alike convinced me that such methods were useless. It seemed to
me that the only true way was for me to try to follow the doctrine of
Jesus.
And so, after all this fruitless search and careful meditation over all
that had been written for and against the divinity of the doctrine of
Jesus, after all this doubt and suffering, I came back face to face
with the mysterious Gospel message. I could not find the meanings
that others found, neither could I discover what I sought. It was
only after I had rejected the interpretations of the wise critics and
theologians, according to the words of Jesus, "Except ye... become
as little children, ye shall not enter into the kingdom of heaven"
(Matt. xviii. 3),—it was only then that I suddenly understood what
had been so meaningless before. I understood, not through
exegetical fantasies or profound and ingenious textual combinations;
I understood everything, because I put all commentaries out of my
mind. This was the passage that gave me the key to the whole:—
"Ye have heard that it hath been said, An eye for an eye, and a
tooth for a tooth: But I say unto you, That ye resist not evil." (Matt.
v. 38, 39.)
One day the exact and simple meaning of these words came to me;
I understood that Jesus meant neither more nor less than what he
said. What I saw was nothing new; only the veil that had hidden the

truth from me fell away, and the truth was revealed in all its
grandeur.
tooth for a tooth: But I say unto you, That ye resist not evil."
These words suddenly appeared to me as if I had never read them
before. Always before, when I had read this passage, I had,
singularly enough, allowed certain words to escape me, "But I say
unto you, that ye resist not evil." To me it had always been as if the
words just quoted had never existed, or had never possessed a
definite meaning. Later on, as I talked with many Christians familiar
with the Gospel, I noticed frequently the same blindness with regard
to these words. No one remembered them, and often in speaking of
this passage, Christians took up the Gospel to see for themselves if
the words were really there. Through a similar neglect of these
words I had failed to understand the words that follow:—
"But whosoever shall smite thee on thy right cheek, turn to him the
other also," etc. (Matt. v. 39, et seq.)
Always these words had seemed to me to demand long-suffering
and privation contrary to human nature. They touched me; I felt that
it would be noble to follow them, but I also felt that I had not the
strength to put them into practice. I said to myself, "If I turn the
other cheek, I shall get another blow; if I give, all that I have will be
taken away. Life would be an impossibility. Since life is given to me,
why should I deprive myself of it? Jesus cannot demand as much as
that." Thus I reasoned, persuaded that Jesus, in exalting long-
suffering and privation, made use of exaggerated terms lacking in
clearness and precision; but when I understood the words "Resist
not evil," I saw that Jesus did not exaggerate, that he did not
demand suffering for suffering, but that he had formulated with
great clearness and precision exactly what he wished to say.
"Resist not evil," knowing that you will meet with those who, when
they have struck you on one cheek and met with no resistance, will

strike you on the other; who, having taken away your coat, will take
away your cloak also; who, having profited by your labor, will force
you to labor still more without reward. And yet, though all this
should happen to you, "Resist not evil"; do good to them that injure
you. When I understood these words as they are written, all that
had been obscure became clear to me, and what had seemed
exaggerated I saw to be perfectly reasonable. For the first time I
grasped the pivotal idea in the words "Resist not evil"; I saw that
what followed was only a development of this command; I saw that
Jesus did not exhort us to turn the other cheek that we might
endure suffering, but that his exhortation was, "Resist not evil," and
that he afterward declared suffering to be the possible consequence
of the practice of this maxim.
A father, when his son is about to set out on a far journey,
commands him not to tarry by the way; he does not tell him to pass
his nights without shelter, to deprive himself of food, to expose
himself to rain and cold. He says, "Go thy way, and tarry not, though
thou should'st be wet or cold." So Jesus does not say, "Turn the
other cheek and suffer." He says, "Resist not evil"; no matter what
happens, "Resist not."
These words, "Resist not evil," when I understood their significance,
were to me the key that opened all the rest. Then I was astonished
that I had failed to comprehend words so clear and precise.
tooth for a tooth: But I say unto you, That ye resist not evil."
Whatever injury the evil-disposed may inflict upon you, bear it, give
all that you have, but resist not. Could anything be more clear, more
definite, more intelligible than that? I had only to grasp the simple
and exact meaning of these words, just as they were spoken, when
the whole doctrine of Jesus, not only as set forth in the Sermon on
the Mount, but in the entire Gospels, became clear to me; what had
seemed contradictory was now in harmony; above all, what had
seemed superfluous was now indispensable. Each portion fell into

harmonious unison and filled its proper part, like the fragments of a
broken statue when adjusted in harmony with the sculptor's design.
In the Sermon on the Mount, as well as throughout the whole
Gospel, I found everywhere affirmation of the same doctrine, "Resist
not evil."
In the Sermon on the Mount, as well as in many other places, Jesus
represents his disciples, those who observe the rule of non-
resistance to evil, as turning the other cheek, giving up their cloaks,
persecuted, used despitefully, and in want. Everywhere Jesus says
that he who taketh not up his cross, he who does not renounce
worldly advantage, he who is not ready to bear all the consequences
of the commandment, "Resist not evil," cannot become his disciple.
To his disciples Jesus says, Choose to be poor; bear all things
without resistance to evil, even though you thereby bring upon
yourself persecution, suffering, and death.
Prepared to suffer death rather than resist evil, he reproved the
resentment of Peter, and died exhorting his followers not to resist
and to remain always faithful to his doctrine. The early disciples
observed this rule, and passed their lives in misery and persecution,
without rendering evil for evil.
It seems, then, that Jesus meant precisely what he said. We may
declare the practice of such a rule to be very difficult; we may deny
that he who follows it will find happiness; we may say with the
unbelievers that Jesus was a dreamer, an idealist who propounded
impracticable maxims; but it is impossible not to admit that he
expressed in a manner at once clear and precise what he wished to
say; that is, that according to his doctrine a man must not resist evil,
and, consequently, that whoever adopts his doctrine will not resist
evil. And yet neither believers nor unbelievers will admit this simple
and clear interpretation of Jesus' words.

CHAPTER II.
When I apprehended clearly the words "Resist not evil," my
conception of the doctrine of Jesus was entirely changed; and I was
astounded, not that I had failed to understand it before, but that I
had misunderstood it so strangely. I knew, as we all know, that the
true significance of the doctrine of Jesus was comprised in the
injunction to love one's neighbor. When we say, "Turn the other
cheek," "Love your enemies," we express the very essence of
Christianity. I knew all that from my childhood; but why had I failed
to understand aright these simple words? Why had I always sought
for some ulterior meaning? "Resist not evil" means, never resist,
never oppose violence; or, in other words, never do anything
contrary to the law of love. If any one takes advantage of this
disposition and affronts you, bear the affront, and do not, above all,
have recourse to violence. This Jesus said in words so clear and
simple that it would be impossible to express the idea more clearly.
How was it then, that believing or trying to believe these to be the
words of God, I still maintained the impossibility of obeying them? If
my master says to me, "Go; cut some wood," and I reply, "It is
beyond my strength," I say one of two things: either I do not believe
what my master says, or I do not wish to obey his commands.
Should I then say of God's commandment that I could not obey it
without the aid of a supernatural power? Should I say this without
having made the slightest effort of my own to obey? We are told

that God descended to earth to save mankind; that salvation was
secured by the second person of the Trinity, who suffered for men,
thereby redeeming them from sin, and gave them the Church as the
shrine for the transmission of grace to all believers; but aside from
this, the Saviour gave to men a doctrine and the example of his own
life for their salvation. How, then, could I say that the rules of life
which Jesus has formulated so clearly and simply for every one—
how could I say that these rules were difficult to obey, that it was
impossible to obey them without the assistance of a supernatural
power? Jesus saw no such impossibility; he distinctly declared that
those who did not obey could not enter into the kingdom of God.
Nowhere did he say that obedience would be difficult; on the
contrary, he said in so many words, "My yoke is easy and my burden
is light" (Matt. xi. 30). And John, the evangelist, says, "His
commandments are not grievous" (1 John v. 3). Since God declared
the practice of his law to be easy, and himself practised it in human
form, as did also his disciples, how dared I speak of the impossibility
of obedience without the aid of a supernatural power?
If one bent all his energies to overthrow any law, what could he say
of greater force than that the law was essentially impracticable, and
that the maker of the law knew it to be impracticable and
unattainable without the aid of a supernatural power? Yet that is
exactly what I had been thinking of the command, "Resist not evil."
I endeavored to find out how it was that I got the idea that Jesus'
law was divine, but that it could not be obeyed; and as I reviewed
my past history, I perceived that the idea had not been
communicated to me in all its crudeness (it would then have been
revolting to me), but insensibly I had been imbued with it from
childhood, and all my after life had only confirmed me in error.
From my childhood I had been taught that Jesus was God, and that
his doctrine was divine, but at the same time I was taught to respect
as sacred the institutions which protected me from violence and evil.
I was taught to resist evil, that it was humiliating to submit to evil,
and that resistance to it was praiseworthy. I was taught to judge,

and to inflict punishment. Then I was taught the soldier's trade, that
is, to resist evil by homicide; the army to which I belonged was
called "The Christophile Army," and it was sent forth with a Christian
benediction. From infancy to manhood I learned to venerate things
that were in direct contradiction to the law of Jesus,—to meet an
aggressor with his own weapons, to avenge myself by violence for
all offences against my person, my family, or my race. Not only was I
not blamed for this; I learned to regard it as not at all contrary to
the law of Jesus. All that surrounded me, my personal security and
that of my family and my property—depended then upon a law
which Jesus reproved,—the law of "a tooth for a tooth." My spiritual
instructors taught me that the law of Jesus was divine, but, because
of human weakness, impossible of practice, and that the grace of
Jesus Christ alone could aid us to follow its precepts. And this
instruction agreed with what I received in secular institutions and
from the social organization about me. I was so thoroughly
possessed with this idea of the impracticability of the divine doctrine,
and it harmonized so well with my desires, that not till the time of
awakening did I realize its falsity. I did not see how impossible it was
to confess Jesus and his doctrine, "Resist not evil," and at the same
time deliberately assist in the organization of property, of tribunals,
of governments, of armies; to contribute to the establishment of a
polity entirely contrary to the doctrine of Jesus, and at the same
time pray to Jesus to help us to obey his commands, to forgive our
sins, and to aid us that we resist not evil. I did not see, what is very
clear to me now, how much more simple it would be to organize a
method of living conformable to the law of Jesus, and then to pray
for tribunals, and massacres, and wars, and all other things
indispensable to our happiness.
Thus I came to understand the source of error into which I had
fallen. I had confessed Jesus with my lips, but my heart was still far
from him. The command, "Resist not evil," is the central point of
Jesus' doctrine; it is not a mere verbal affirmation; it is a rule whose
practice is obligatory. It is verily the key to the whole mystery; but
the key must be thrust to the bottom of the lock. When we regard it

as a command impossible of performance, the value of the entire
doctrine is lost. Why should not a doctrine seem impracticable, when
we have suppressed its fundamental proposition? It is not strange
that unbelievers look upon it as totally absurd. When we declare that
one may be a Christian without observing the commandment,
"Resist not evil," we simply leave out the connecting link which
transmits the force of the doctrine of Jesus into action.
Some time ago I was reading in Hebrew, the fifth chapter of
Matthew with a Jewish rabbi. At nearly every verse the rabbi said,
"This is in the Bible," or "This is in the Talmud," and he showed me
in the Bible and in the Talmud sentences very like the declarations of
the Sermon on the Mount. When we reached the words, "Resist not
evil," the rabbi did not say, "This is in the Talmud," but he asked me,
with a smile, "Do the Christians obey this command? Do they turn
the other cheek?" I had nothing to say in reply, especially as at that
particular time, Christians, far from turning the other cheek, were
smiting the Jews upon both cheeks. I asked him if there were
anything similar in the Bible or in the Talmud. "No," he replied,
"there is nothing like it; but tell me, do the Christians obey this law?"
It was only another way of saying that the presence in the Christian
doctrine of a commandment which no one observed, and which
Christians themselves regarded as impracticable, is simply an avowal
of the foolishness and nullity of that law. I could say nothing in reply
to the rabbi.
Now that I understand the exact meaning of the doctrine, I see
clearly the strangely contradictory position in which I was placed.
Having recognized the divinity of Jesus and of his doctrine, and
having at the same time organized a life wholly contrary to that
doctrine, what remained for me but to look upon the doctrine as
impracticable? In words I had recognized the doctrine of Jesus as
sacred; in actions, I had professed a doctrine not at all Christian,
and I had recognized and reverenced the anti-Christian customs
which hampered my life upon every side. The persistent message of
the Old Testament is that misfortunes came upon the Hebrew people

because they believed in false gods and denied Jehovah. Samuel (I.
viii.-xii.) accuses the people of adding to their other apostasies the
choice of a man, upon whom they depended for deliverance instead
of upon Jehovah, who was their true King. "Turn not aside after
tohu, after vain things," Samuel says to the people (I. xii. 21); "turn
not aside after vain things, which cannot profit nor deliver; for they
are tohu, are vain." "Fear Jehovah and serve him.... But if ye shall
still do wickedly, ye shall be consumed, both ye and your king" (I.
xii. 24, 25). And so with me, faith in tohu, in vain things, in empty
idols, had concealed the truth from me. Across the path which led to
the truth, tohu, the idol of vain things, rose before me, cutting off
the light, and I had not the strength to beat it down.
On a certain day, at this time, I was walking in Moscow towards the
Borovitzky Gate, where was stationed an old lame beggar, with a
dirty cloth wrapped about his head. I took out my purse to bestow
an alms; but at the same moment I saw a young soldier emerging
from the Kremlin at a rapid pace, head well up, red of face, wearing
the State insignia of military dignity. The beggar, on perceiving the
soldier, arose in fear, and ran with all his might towards the
Alexander Garden. The soldier, after a vain attempt to come up with
the fugitive, stopped, shouting forth an imprecation upon the poor
wretch who had established himself under the gateway contrary to
regulations. I waited for the soldier. When he approached me, I
asked him if he knew how to read.
"Yes; why do you ask?"
"Have you read the New Testament?"
"Yes."
"And do you remember the words, 'If thine enemy hunger, feed
him...'?"
I repeated the passage. He remembered it, and heard me to the
end. I saw that he was uneasy. Two passers-by stopped and
listened. The soldier seemed to be troubled that he should be

condemned for doing his duty in driving persons away from a place
where they had been forbidden to linger. He thought himself at fault,
and sought for an excuse. Suddenly his eye brightened; he looked at
me over his shoulder, as if he were about to move away.
"And the military regulation, do you know anything about that?" he
demanded.
"No," I said.
"In that case, you have nothing to say to me," he retorted, with a
triumphant wag of the head, and elevating his plume once more, he
marched away to his post. He was the only man that I ever met who
had solved, with an inflexible logic, the question which eternally
confronted me in social relations, and which rises continually before
every man who calls himself a Christian.

CHAPTER III.
We are wrong when we say that the Christian doctrine is concerned
only with the salvation of the individual, and has nothing to do with
questions of State. Such an assertion is simply a bold affirmation of
an untruth, which, when we examine it seriously, falls of itself to the
ground. It is well (so I said); I will resist not evil; I will turn the other
cheek in private life; but hither comes the enemy, or here is an
oppressed nation, and I am called upon to do my part in the
struggle against evil, to go forth and kill. I must decide the question,
to serve God or tohu, to go to war or not to go. Perhaps I am a
peasant; I am appointed mayor of a village, a judge, a juryman; I
am obliged to take the oath of office, to judge, to condemn. What
ought I to do? Again I must choose between the divine law and the
human law. Perhaps I am a monk living in a monastery; the
neighboring peasants trespass upon our pasturage, and I am
appointed to resist evil, to plead for justice against the wrong-doers.
Again I must choose. It is a dilemma from which no man can
escape.
I do not speak of those whose entire lives are passed in resisting
evil, as military authorities, judges, or governors. No one is so
obscure that he is not obliged to choose between the service of God
and the service of tohu, in his relation to the State. My very
existence, entangled with that of the State and the social existence

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