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1
Copyright © 2016 Pearson Education, Inc.
Operations Management Processes and
Supply Chains 12th Edition Krajewski Test
Bank
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1.1 Role of Operations in an Organization
1) Operations management refers to the direction and control of inputs that transform processes
into products and services.
Answer: TRUE
Reference: Role of Operations in an Organization
Difficulty: Easy
Keywords: operations management, inputs, process, transformation
Learning Outcome: Discuss operations and operations management as a competitive advantage
for the organization.
AACSB: Application of Knowledge
2) As a functional area of a business, Operations translates materials and services into outputs.
Answer: TRUE
Difficulty: Easy
Keywords: operations management, inputs, process, transformation
3) The three main line functions of any business include Operations, Finance and Marketing.
Answer: TRUE
Difficulty: Easy
Keywords: operations, finance, marketing
4) Support functions in an organization include Accounting, Human Resources and Engineering.
Answer: TRUE

2
Difficulty: Easy
Keywords: accounting, human resources, engineering

3
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
Difficulty: Moderate
Keywords: departments, functions, processes
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

4
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.

5
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

6
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

7
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

8
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

9
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

10
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

11
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.

12
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

13
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

14
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

15
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

16
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

17
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

18
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

19
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

20
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:
A) volume flexibility.
B) variety.
D) low-cost.
Answer: D
Difficulty: Easy
Keywords: efficiency, low-cost, competitive priority

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the Guard, besides their usual pay and an allowance for quarters
according to their rank, an annual allowance of 500 roubles, which is
paid in the Academy.
Officers ordered to survey a country, or to make a reconnaissance,
receive their traveling expenses from the Commissariat, according to
the distance to which they are sent, and in proportion to their rank:
their board expenses are not allowed.
V. REGULATIONS RESPECTING PROMOTION.
The course is terminated, and Students finish their career, in
October annually.
At the same time, Officers are removed from the Theoretical
section to the Practical, making place for candidates who wish to
enter the former.
At their departure from the Academy the Officers receive from the
Academic Council testimonials of conduct and scientific attainments,
with a memorial of the rewards which they receive at leaving.
On leaving the Academy the Officers have to act as follows: those
who belonged to the Artillery, or Chief Engineer School, repair to
their highest Commanding Officer; the rest, who were educated for
the service of the General Staff, return to their Regiments, Artillery
Brigades, or Sapper Battalions, on whose rolls they remain as
supernumeraries and Officers reckoned as of the General Staff, until
they are formally transferred to the latter.
The rewards to which Officers can acquire a claim at leaving the
Academy are the following:—The most distinguished is promoted to
the lowest rank (on the Staff,) and receives a golden medal; he is
only entitled to this if all the teachers give him the full number balls,
and unanimously recognize him as most conspicuous for
attainments. Besides this, he must have written a satisfactory essay
on a given theme, relating to some important war, and have been
blameless in moral conduct during his residence in the Academy. The
student who is recognized as second, both in attainments and

behavior, and has also obtained the full number of balls, is rewarded
with the great silver medal, and receives double pay for a year. The
student who obtains the third place in attainments and behavior, and
the full number of balls, receives the little silver medal, and double
pay for a year. Each medal bears the name of its possessor. Besides
this, the names of all those who obtain one of the three above-
mentioned rewards are engraved on marble tablets, which adorn the
walls of one of the halls of the Academic building.
Should any of the Students feel no inclination for the service of
the General Staff, even after a successful termination of the
Theoretical Course, he may always request to be dismissed to his
Regiment, Artillery Brigade, or Sapper Battalion.
Every Officer who at his departure from the Academy obtains a
testimonial of having accomplished the object of his admission, and
in consequence is provisionally destined for the service of the
General Staff, if he continues after his return to his Regiment to
educate himself for his vocation, and distinguishes himself by
observance of a strict discipline, by conduct and zeal for the service,
is rewarded at the end of a year by being completely transferred to
the General Staff; and if he belonged to the Young Guard, the
Artillery, or a Sapper Battalion, his right to promotion immediately
commences; not so if he belonged to Troops of the Line.
Every year, on the 1st of January, the Chief of the Regiment,
Artillery Brigade, or Sapper Battalion in command of an Officer
reckoned as of the General Staff, forwards his form and his conduct
list to the Quartermaster-General of the General Staff, who lays it
before the Chief of the General Staff. At the same time the above-
mentioned papers are communicated to the Chief in command of the
Officer.
Besides this, the above-mentioned Chief makes a similar report on
the zeal for the service and moral conduct of the Officers twice a
year, namely, on the 1st of March and the 1st of September; and at
the same time reports exactly on the way in which he performs the
service of the front.

No Officer reckoned as of the General Staff is to be charged with
the duties of Paymaster service in his Regiment, or employed as
Quartermaster; and if any General wishes to select him for his
Adjutant, he must first communicate with the Quartermaster-General
of the General Staff.
If the General Staff is increased in time of war, or if any work on
which it is employed requires to be accelerated in time of peace, the
Chief of the General Staff commissions the Quartermaster-General to
select the requisite number out of the Officers who are reckoned as
of the General Staff. The latter then makes the selection, and
announces the names of the Officers selected to their highest
Commanding Officer. As soon as the object proposed is
accomplished, these Officers return back to their commands. Such a
selection, however, can only fall upon those who have spent at least
two years with their commands after their departure from the
Academy. If in the meantime an Officer has become Chief of a
Battalion or Squadron, he shall not be transferred from this post
before the lapse of a year. As soon as any of these Officers, or, in
general, any Officer, who has left the Academy, reports himself at his
Corps, his Chief immediately announces his arrival to the
Quartermaster-General of the Staff.
To familiarize the Officers reckoned of the General Staff with the
rules of the Art of War while they remain with their commands, and
to practice them in the duties which belong to Officers of the
General Staff, the Quartermaster-General is directed to charge them
with such duties as may develop their talent, without, however,
removing them for that purpose from the service of the front. These
commissions of the Quartermaster-General are communicated
through their superior Officers, who are directed not only to watch
over their performance of these commissions, but also to assist them
therein to the utmost of their power.
Errata for Part VI (Russia):

twenty years for the guards, twenty-two for the line,
hyphen invisible
[II. Under the Ministry of War there are the following ...]
In the printed book, the last two lines of this table were out of
place. The “1,020 scholars” item was aligned with the overflow of
the “Medico-Chirurgical Academy” entry, and the total (12,304) was
aligned with “3 Veterinary Schools”.
The Military Schools are of an elementary and
technological ...
In this and the following paragraph, the first letter of each line is
invisible.
in the bitter disappointments of the English people
hyphen in “dis-/appointments” invisible at line break

PART VII.
NORWAY, SWEDEN, AND
DENMARK.
MILITARY SYSTEM AND EDUCATION IN
SWEDEN.
I. MILITARY SYSTEM.
The Swedish army is composed, according to official data in
Martin’s Year Book, of five distinct classes of troops, viz.:

1. The Indelta, or national militia, paid and kept, not by the
Government, but by the landowners, and, to some extent, from the
income of State domains expressly reserved for this purpose. Every
soldier of the Indelta has, besides a small annual pay, his torp, or
cottage, with a piece of ground attached, which remains his own
during the whole period of service, often extending over forty years,
or even longer. In time of peace, the troops of the Indelta are not
called up for more than a month’s annual practice, and for the rest
of the year are free from military duty. In time of war, an
extraordinary Indelta has to be raised by landowners, who, on this
account, enjoy certain privileges, including non-contribution to the
cost of the peace establishment. When the soldier dies, his widow
turns over the holding to his successor, whom the owner of the land
is bound to provide within three months. In the location of the
officers, regard is had to the situation of the men who compose the
company, regiment, and larger divisions.
2. The Beväring, or conscription troops, drawn by annual levy,
from the male population between the age of 20 and 25 years. The
law of conscription, which admits the right of purchasing substitutes,
was introduced into Sweden in 1812. About 19,000 men are drafted
annually, one-tenth of which number, on the average, find
substitutes for themselves, at a cost of from 10l. to 25l.
3. The Värfvade, or enlisted troops, to which belong the royal life-
guards, the hussars, the engineers, and the artillery. The men may
engage for either three, or six, or twelve years; but the greater
number are for six years, peculiar inducements being held out for
this term.
4. The volunteers, first organized in the year 1861, by the
spontaneous desire of the population of the kingdom. In time of
peace the volunteers are individually free, and bound by no other
but their own rules and regulations: but in time of war they may be
compelled to place themselves under the command of the military
authorities.

5. The militia of Gothland, consisting of twenty-one companies of
infantry, organized in a similar manner to the Indelta, yet quite
independent of the latter. They are not compelled by law to serve
beyond the confines of the Isle of Gothland, and have a separate
command from the other troops.
The armed forces of Sweden, not counting the Volunteers, consist
altogether of—
Indelta, 33,405 rank and file.
Beväring, 95,295 “ “
Värfvade, 7,692 “ “
Militia of Gothland, 7,921 “ “
Total, 144,313
In the organization of the army, as here enumerated, 85,000 men
belong to the infantry of the line; 6,000 to the cavalry; 5,000 to the
artillery, and the rest to the irregular militia. The number of
volunteers was returned at 40,848 in 1869, but about one-third of
these formed part also of the Indelta. In the parliamentary session
of 1862, and again in the sessions of 1865 and 1869, the
Government brought bills before the Diet for a reorganization of the
whole of the army, on the basis of extending the conscription,
reforming the Indelta, and doing away, to a great extent, with the
Värfvade. But neither of these propositions was adopted by the
representatives of the people, whose habits are not easily set aside.
Navy.
The Navy of Sweden was reorganized in 1866-67, being divided
into two distinct parts; the first to serve as an ordinary fleet of war
for aggressive as well as defensive purposes, and the second
stationary, and solely devoted to coast defense. It consisted in 1869
of—
6 Iron-clads, of 638 horse-power, and 10 guns.
21 Unarmored steamers, of 2,810 horse-power and 127 “
16 Sailing vessels, with 376 “
158 Gunboats and floating batteries, 551 “

Total, 201 vessels, of 3,458 horse-power 1,064 guns.
The iron-clads are built after the American model; one a turret
ship, called the “John Ericsson,” is partly covered with steel armor.
There were 6,453 sailors and marines in active service, and 28,000
men were on furlough or attached to the fleet of reserve and coast
defense.
The expenditure for the army in 1869 was 9,528,600 riks dalers,
and for the navy 3,963,800. The indebtedness of the state is about
$41,000,000, mostly contracted in aid of a system of railways.
NORWAY.
I. MILITARY SYSTEM.
The armed forces of Norway, as organized by law in 1866,
consisted in 1869 of the following:
1. The regular army, with reserve, raised partly by conscription
and partly by enlistment, which must never exceed 12,000 men in
time of peace, and can not be increased above 18,000 men without
the special consent of the Storthing. The average number in time of
peace for ten years past, is about 6,000. The term of service is
seven years, but the men are on duty only 42 days in the first year,
and this past, they are sent home on furloughs, with an obligation to
meet for annual practice of 24 days during the following six years.
2. The Militia or Landvaern, which consists of all able-bodied male
citizens 18 years of age, who for three years must, at stated periods,
be trained in the use of arms and field exercises, and at the end of
this time, be enrolled in

3. The final Levy, or Landstorm, where he is liable to be called out
in time of war, until he is 45 years of age.
The normal strength of the armed forces of Norway in 1869 was
returned at 47,714 on a peace footing, and 112,225 on a war
footing, and required an appropriation of 1,215,500 specie dalers,
making the cost of the Norwegian soldier (on the average of 6,000
men under arms), $155 per annum.
The King has permission to keep a guard of Norwegian volunteers,
and to transfer, for the purposes of common military exercises, 3,000
men annually to Sweden; otherwise a soldier of Norway can not set
foot in Sweden; or one of Sweden, in Norway.
The naval force consists of 20 vessels, of 2,280 horse-power, and
168 guns, manned by 2,248 sailors, who are volunteers out of
60,000 men in the maritime conscription, which includes all
seafaring men of the seaports, between the ages of 22 and 35.
Three of the vessels are iron-clad monitors.
In order to utilize the vessels of the navy they are attached to the
postal service, and are employed in carrying the mails and
passengers, under a special minister, charged with the mail service.
The navy and post service cost in 1869, 1,172,815 speciedalers.

DENMARK.
I. MILITARY SYSTEM.
The armed forces of Denmark as organized in 1870, consists of—
1. The Regular or active army, and—2. The army of Reserve.
By the law of 1867, every male citizen who has completed the age
of 21, is liable to service for eight years in the former, and to be
enrolled ready for special call for eight years more in the latter.
The Kingdom is divided into five territorial brigades, and each
brigade in four territorial battalions, in such way that no town except
the capital, will belong to more than one battalion. Each territorial
brigade furnishes the contingent of a brigade of infantry and one
regiment of cavalry. The artillery contingent is furnished, one half by
the two first territorial brigades, and the second half by the three
other divisions. The forces therefrom comprise 20 battalions of
infantry of the line, with 10 depot battalions and 10 of reserve; 5
regiments of cavalry, each with 2 squadrons active, and 2 depots;
and 2 regiments of artillery, in 12 battalions. The total strength of
the army, exclusive of the reserve, is 36,782 rank and file, with
1,068 officers, on the peace footing, and 47,725 men, and 1,328
officers on the war footing. About one half of the enrolled regular
army are usually on furlough. The drilling is divided into two periods;
the first lasts six months for the infantry; five months for the field
artillery and the engineers; nine months and two weeks for the
cavalry; and four months for the siege artillery and the technic
corps. Each corps must drill each year during thirty to forty days.
The navy comprises the following vessels, all steamers:

Six iron-clads, with an aggregate of 2,455 horse-power, and with
65 guns—two of which are turreted, armed each with two of
Armstrong rifled cannon; 12 unarmored vessels of 1,820 horse-
power, and with 192 guns; 7 gun-boats of 480 horse-power and 38
guns; 6 paddle-steamers, of 1,060 horse-power and 38 guns. The
navy in 1869 was manned by 901 men, and officered by 15
commanders, 34 captains, and 67 lieutenants.
The budget for 1869 provided 3,783,978 rigsdalers for the army,
and 1,676,681 for the navy.
Erratum for Part VII:
PART VII. / NORWAY, SWEDEN AND DENMARK.
heading supplied from Table of Contents

PART IX.
MILITARY SYSTEM AND
SCHOOLS
IN SWITZERLAND.
MILITARY SYSTEM AND MILITARY
INSTRUCTION IN SWITZERLAND.
[Extract from “A Plan for Military Education in Massachusetts.” By
E. Dwight.]

1. OUTLINE OF MILITARY SYSTEM.
In the year 1847 seven of the cantons of the Swiss Republic
seceded from the Confederacy. Among them were the three forest
cantons, the original nucleus around which the whole Republic had
been formed, the birth-place of William Tell and Arnold, of
Winkelreid. The seceders held the strongest military position in
Europe, but the loyal cantons put on foot an army of 100,000 men,
well armed, drilled, and officered. The city of Friburg was taken, and
in thirty days from the first proclamation of the commanding general
the war was ended and order was restored.
In 1856, a quarrel having arisen with the king of Prussia,
Switzerland placed on foot an army of 200,000 men well provided
with artillery. Thus the military system of Switzerland has proved
itself effective; and as there is no standing army whatever, and the
state is a confederacy of cantons under democratic forms of
government, we may find something in their system applicable to
our own case.
Switzerland covers an area of about 15,000 square miles, equal to
that of Vermont and New Hampshire together, of which a large
portion is covered by lakes, forests, mountains, ice and snow,
leaving only thirty-one per cent of the land fit for agricultural
purposes, not including the mountain pastures. Possessing a
population of only two millions and a half of people, it is surrounded
by military powers of the first class, and must needs be strong to be
free. France, Austria, and Prussia are not always as good friends as
they are near neighbors, and the little Republic must ever be ready
to ward a blow and return it. The constitution of Switzerland
declares that every citizen is a soldier. “Tout Suisse est soldat.”
Military service is required between the ages of twenty and forty-
four. The substitution of one man for another is forbidden, but
exemption from service is allowed to certain persons, such as
officers of the government and of public institutions, clergymen,
students of theology, members of the police, pilots and others. In
some cases a man is excused from the more active service, but

required to pass through the regular course of military instruction
and to serve in the reserve of the army when called upon. Such are
the only son, or one of the sons, of a widow; or of a widower,
provided the father be over sixty years old, and the son necessary to
his support; a widower, the father of children in their minority, who
has no resources except the work of his own hands; one of two or
more sons when they make common household with their parents, if
the family could not be supported by other brothers not subject to
service; married men, or widowers having at least two children.
These exceptions do not apply to officers.
The Council of State of each canton appoints yearly a
“Commission on Furlough and Discharge,” consisting of ten
members, of whom two are medical men, two officers, one a
corporal, one a soldier, and the others members of the council. The
commission acts under oath; grants exemption for physical defects
or want of height; or passes men from the active service to the
reserve. A man who at the age of twenty has not attained the height
of five feet and one inch can be furloughed for two years; and if, at
the end of the third year, he has not reached this height, discharged
from all service. Men who have been convicted of disgraceful crimes,
or have suffered penal sentence, are declared unworthy of bearing
arms; and if once deprived of their civil rights can not hold a
commission.
The militia is divided into the federal contingent and the landwehr.
The federal contingent consists—First, of the elite, which includes
three per cent of the whole population, taken from those between
the ages of twenty and thirty-four. The time of service in the elite is
eight years. Second, the reserve, being one and a half per cent of
the population and not above the age of forty. The landwehr
includes men up to the age of forty-four. The landsturm, or levy en
masse, consists of the whole male population, capable of bearing
arms, between the ages of twenty and fifty, and not included in the
classes before described. The male population of Switzerland is
1,140,000, of which thirty-seven per cent, or 422,000, are between
twenty and forty-four years of age. One-fourth of these are exempt

or found unfit for service, leaving 316,000 perfectly fit. In 1853 the
number of men required for the federal contingent was 104,354, 1
but according to official statements the number of men in all
branches of the service, well armed and instructed, amounted to
125,126. The excess of men supplied, over those required, arose
from the public spirit and general desire for military instruction
existing among the people. Add to these 125,000 the landwehr,
which numbered 150,000, and we have a total of 275,000 effective
men, well armed, drilled, and officered.
The federal army is composed of the following arms: engineers,
including sappers and pontoniers; artillery, including rocket batteries;
cavalry, riflemen, light infantry, and infantry. There is besides a
medical corps for the service of the ambulances and hospitals. But
as uninstructed men are of little or no value, the federal law upon
military organization provides that the cantons shall see to it that the
infantry of their contingent is completely instructed according to the
federal rules, and though the application of this principle in its details
is left to each canton, yet the following rules are laid down: recruits
are not received into the federal elite until they have gone through a
complete course of instruction which lasts at least twenty-eight days
for infantry, and thirty-five days for light infantry. The confederation
charges itself with the instruction of the engineers, artillery, cavalry,
and riflemen. This course lasts twenty-eight days for riflemen and
forty-two days for the three other arms, but these recruits have
previously been drilled in the school of the soldier by their cantons,
and the riflemen have received preparatory instruction in firing at a
mark.
In the larger cantons—that of Zurich for instance—divisions of
recruits in succession are put into barracks and well drilled practically
and theoretically for fifty-six days, either consecutively or at two
periods of the same year, as may best suit the youths. In the second
year after entering the elite, and for each year afterwards, the
infantry is called out for drill during three days, by half battalions at
least, with preparatory drill of three days for the “cadres,” 2 the
commissioned and non-commissioned officers forming skeleton

corps. Days of entry into service are not counted as days of drill, and
in case of interruption the days of drill are increased by two days.
The reserve is called out for drill during two days of each year, with
a preparatory drill of one day for the “cadres.”
In the corps of engineers, artillery, cavalry, and riflemen, the elite
is called out every alternate year for the engineers and artillery, and
every year for the cavalry and rifles. The drill lasts four days for the
“cadre” of engineers and artillery, and immediately after ten days
for the cadres and companies united, or twelve days for both
together. For the cavalry the drill lasts seven days for dragoons and
four days for “guides;” for riflemen, two days for the cadres, and
immediately afterwards four days for cadres and companies united.
The reserve is called out for a drill of half the length of that of the
elite.
To complete the instruction of the soldier the cantons in their turn
send their men yearly to the federal camps where the troops to the
number of three or four thousand, are kept under canvas for two
weeks. Larger numbers of men, forming bodies of 5,000 and
upwards, are also mustered and cantoned in the villages, and during
several days exercised in the grand movements and manœuvres of
war, chiefly for the instruction of commanders and officers of the
staff.
To keep up the efficiency of every department of the service the
whole is subjected to the yearly inspection of colonels of the federal
staff appointed by the central government. The inspection of infantry
is confided to ten colonels who serve for three years. There is also
an inspector in each of the arms of engineers and artillery, the latter
having under his direction an administrator of materiel charged with
the inspection and surveillance of all the materiel of the
confederation. This administrator directs and superintends the
workmen employed in the factories of the confederation for the
manufacture of powder and percussion caps, as well as arms, gun-
carriages, &c. The colonel of cavalry and the colonel of rifles direct
all that relates to their respective arms, and recommend the

necessary improvements. If these inspectors detect in the contingent
of any canton any want of perfection in drill, they have the power to
order such additional drill as may bring the men up to the proper
standard.
Great care is taken in the instruction and selection of officers. The
officers of infantry, up to the grade of major, are appointed by the
cantonal authorities; the higher officers by the federal government.
But no officers can be appointed to the special arms of engineers,
artillery, and cavalry, except such as have gone through a course of
instruction at a military school appropriate to each arm. No one can
become a non-commissioned officer who has not served at least one
year as a soldier, nor a commissioned officer except after two years’
service. Candidates for promotion must pass a public examination,
before a commission, both in theoretical and practical knowledge.
Promotion is given, according to seniority, up to the grade of first
lieutenant. Captains are chosen from among the lieutenants without
regard to seniority. To be appointed major, eight years’ service as an
officer is required, of which, at least, two years as captain. For a
lieutenant-colonel, ten years’ service as officer, of which, at least,
four as major of the special arm. For a colonel, twelve years’ service
as an officer is required, of which, at least, four years as
“commandant,” or in a higher grade. In the Swiss service there is no
higher rank than that of colonel. When a colonel has been appointed
commander-in-chief of the army, he receives for the time being, the
title of general, which he afterwards retains by courtesy.
We are indebted to Professor L. Simonson, of Trinity College,
Hartford, Conn., for the following communication respecting the
cadet system in schools not specially military and the practice of
target shooting in Switzerland, by which a military spirit is fostered
throughout the entire population and the highest skill in the use of
the rifle is attained by a large number of individuals, who are thus
prepared for any sudden call to arms.
2. THE CADET SYSTEM.

The Swiss boy learns target shooting and practices gymnastic and
military exercises at a very early age. He imbibes with his mother’s
milk the thought that his first duty is to become a defender of his
country.
These boy-soldiers are styled Cadets, and are a fruit that can
spring up and ripen on democratic soil only. The first armed corps of
the kind we find in Berne near the end of the 16th century. But the
general practice of military exercises among them dates back only
about eighty years, when the Helvetic Military Association began to
advocate the formation of Corps de Cadets in all parts of
Switzerland. From that time the most efficient and eminent officers
devoted themselves enthusiastically to this cause. The first corps
sprang up in Aarau, Sursen and Olten. Aarau possessed for a long
time the best drilled, largest and finest corps, and in the canton of
Argovia generally the system has struck deeper root than elsewhere;
but well drilled corps can be found in any of the larger places, as in
Zofingen, Lenzburg, Brugg, Baden, and a dozen other places. It was
an old custom for the cadets to parade in the federal cities—Zurich,
Berne and Lucerne—in honor of the assembling of the Swiss Diet,
(Tagsatzung.) As far back as 1770 we find a boy-corps of infantry
and artillery in Zurich, yet towards the end of the last century the
organization was partially broken up, until the political renovation of
the canton in 1830 re-organized the corps anew. Besides in the
capital, we find corps in Winterthur, Uster, Wald, Stäfa, Meilen,
Horgen, Wädenswyl, and other towns on the lake shores. Berne,
Biel, Thun, Burgdorf, and many other Bernese villages, for thirty or
forty years have practiced their school-boys in the exercise of arms.
The state takes special care to give the students of the University of
Berne and of the two normal schools a thorough military training.
The cantons of Lucerne, Solothurn, Basle, Schaffhausen, St. Gall,
Appenzell, Glarus, Tessin, Friburg, Neufchâtel, and the countries of
Vand and of the Grisons, possess each of them one or more cadet-
corps. Military drill, as well as gymnastic exercises, forms part of the
regular school routine of all middle and higher schools of the above-
named cantons. Provision is now made to extend this discipline over

all schools, making it obligatory on every pupil who is not disabled
by bodily defects. Military practice commences at the age of eleven
and is continued to the age of eighteen or nineteen. Federal or
cantonal officers and instructors drill the youth two afternoons in the
week, the more advanced only once a week. The youth thus
disciplined, learn not only to obey but also to command. The officers
of every corps are promoted from the rank and file, and in this
manner are excellently fitted to become afterwards officers in the
federal army. All cadets when they are enrolled at a later period into
the militia, are by law exempted from drill. The arms are furnished
by the state or community; the uniform, which the pupil may wear in
or out of service, must be procured by himself.
Most of the cadet-corps consist of infantry, (sharp-shooters and
musketeers;) many have, however, artillery also, as in Zurich, their
guns throwing balls of two and four pounds weight. In Argovia and
some other cantons there are even grenadiers and sappers. Cavalry
exist in theory only. A gun with bayonet and cartridge-box, here and
there also a knapsack and sword form the equipment of the foot-
soldier. The uniforms are various and fanciful. The Zurich Cadets
distinguish themselves by their simple and tasteful appearance; they
wear a dark blue coat with white metal buttons, grey pants, and
dark blue cap with the cockade. Every corps has one or more smaller
or larger flags. Many cantons have excellent bands of music; others,
as Zurich, have only drummers and their indispensable drum-major,
and sing martial songs while marching.
It is a universal custom to close the school year in autumn by a
festival, the shining point of which is the military parade and field
manœuvre. The Swiss juvenile festivals have gained quite a
reputation at home and abroad. In the Argovian communities all the
school children, the females as well as males, festively adorned,
participate. The corps of the whole canton and even of several
cantons are often united in the field manœuvre; on such an occasion
the enthusiasm and emulation of youth reach the highest pitch. Thus
the Bernese Cadet Corps in 1821 had a common drill parade in the
neighborhood of the capital, and many others have since come off.

In 1816 about 1,000 Argovians went into camp at Lenzburg, and all
of them will joyfully remember this merry festival. A still greater
notoriety was gained by the hot sham fights at Wettingen, which
came off in 1821, and in which the Argovian, Zurich and Winterthur
cadets operated together. Two brigades consisting of 1,560 men, all
told, with seven cannon fought there for the positions between
Wettingen and Baden; the most glorious affair of the day was the
heroic defense and final storming of the Wettingen bridge. Yet all
other manœuvres of that sort have been thrown into shadow by the
great Swiss cadet feast in September, 1856. It will not be forgotten
by the thousands, who participated either as actors or spectators,
even if there should be at some future day a re-union of all the
corps of Switzerland. Ten cantons participated in that festival.
Argovia furnished 974 men; Zurich, 805; St. Gall, 472; Schaffhausen,
186; the Grisons, 166; Ausserrhoden, 155; Lucerne, 148; Thurgovia,
111; Glarus, 60; and Tessin even sent over the St. Gothard a
contingent of eighty-four. Thus 3,161 young heroes, in various but
generally tasteful uniforms, with bands of music, one hundred and
twenty-four drums, numerous banners, and ten cannon, entered the
festively-adorned Zurich from all sides. Divided into two little armies
drawn up in battle array between Oerlicon and Schwamendingen,
they fought over the celebrated battle of June 4th, 1799, in which
the French under Massena, were defeated by the Austrians under
Archduke Charles.
The youths in Zurich as well as in other cantons, have no reason
to complain that their physical development is neglected in favor of
the mental; nay, we might rather fear that the first is at times too
much exaggerated, considering the tender age of the majority of the
boys. The pupils of the canton Gymnasium and Industrial School,
many of whom are foreigners, Germans especially, practice
gymnastic exercises throughout the whole year; the military drill is
limited to the summer course only. In the month of August, from
time immemorial, the boys, all and every one, practice target-
shooting. The smaller boys only are allowed to rest the gun on the
stand; the older must shoot without any support whatever. The cities

and individuals furnish prizes for those who hit the centre of the
target. In September the cadets—the infantry as well as artillery—
hold their target-shooting; in October they drill in the field,
(“Vorkämpfli,”) and then comes off the annual School Festival with
its gymnastic exercises and the combined manœuvre in field.
At the sham fight on the 1st of October, 1860, the enemy as usual
existed in fancy only; they fired, however, as if he were flesh and
blood. They had the task of pursuing the imaginary foe from
Windicon to the Höckler. The division marched over the covered
bridge at Aussersihl, detached then a column to the woody heights
in order to outflank the enemy, while the principal body marched
along the Sihl and drove the enemy from the clearings into the thick
woods. Both divisions re-united at the Höckler Bridge and marched
to the great “Wollishofer Allmend,” where they practiced firing. This
is a beautiful spot for the deployment of troops; the sound of every
shot is returned in manifold echoes from the surrounding heights.
The Zurich and federal troops also encamp, practice, and shoot on
this “Allmend.”
The annual festival of one canton school came off on the day for
gymnastic and military exercises. The printed programme distributed
among the pupils contains the order of exercises, the plan of the
manœuvre, and some useful hints in large type, as, “Clear the
road”—“Smoking is prohibited to the pupils during the festival”—“Not
too fast”—“Do not forget the ramrod”—“Always 120 paces distance.”
At 6 o’clock, A.M., the drummers beat the reveille, proceeding from
the guard-house in three different directions. If the weather is
unfavorable, the reveille is not beaten, the school begins at the usual
hour, and the next fair day is chosen for the feast. The beaming sun
dispersed, however, on this occasion, the autumnal morning mists,
and universal joy beamed from all faces. On the first day the public
gymnastic exercises came off, and after supper the decisions of the
umpires were proclaimed and prizes distributed.
The second day the whole corps, numbering about five hundred,
hastens at 7 o’clock, armed and equipped, to the barracks, and

marches from there to the open space near the railroad station,
where from 8 to 10, Colonel Ziegler, the Secretary of War,
accompanied by members of the Board of Supervisors, is occupied
with the general inspection of “his young comrades.” At 12½ the
corps assembles again near the barracks, where they receive their
ammunition, and at 1 o’clock they turn out to the manœuvre. The
corps is divided into two small armies, each of which consists of a
centre, right and left wings, and a reserve. The enemy under the
command of Lieutenant-colonel Von Escher, marches over Riesbach
and Zollicon into his position. The federal troops under Commandant
Nadler, take their way over Hirslanden and the Balgrist. The left wing
of the enemy, meanwhile, had taken possession of the heights above
the Zollicon, and his main body is marching on the right bank of the
lake upon Zurich. The enemy makes a halt, and receives the report
of his scouts, that the “Burghölzli” and the heights of the Balgrist
have been taken possession of by the federal army for the purpose
of impeding the further advance of the hostile troops over
Hirslanden. The federals at 3 o’clock attack the enemy in his position
on the mountain, but they are beaten back, notwithstanding their
heroic endeavors, and are compelled to retreat since the enemy
changes his defensive position into a general charge. The federals
retire in good order, and the enemy purchases every inch of ground
at a great sacrifice. Though he succeeds in cutting off a side column,
his losses must be great until he can silence the murderous fire of
the federal battery which has taken a very favorable position on the
“Oberrieder Heights,” and after having done so he advances to the
lowlands.
The fight offers many a picturesque scene. Nowhere such a
diversified, broken battle-ground can be found as in the Swiss fore-
lands. Especially in the neighborhood of Zurich one is at a loss which
to choose. There are every where covers and ambuscades for
riflemen; the infantry find numerous advantageous positions, and
many heights easily accessible which command vales and plains are
at the command of the artillery. The leaders have hard work to
restrain the ardor of the boy-soldiers, especially of those in the

broken chain of the sharp-shooters. Finally the signal shot is fired,
followed immediately by many others. It is a real feast to observe
how the skirmishers, while running from one cover to the other,
crouch together as much as possible; how skillfully they take
advantage of every little mound, and how they endeavor in their
attack to avail themselves of every protection. This or that one
seems a perfect little Zouave; some even show the disposition of a
Turcos. One loads his rifle lying flat on his back, another springs
forward like a tiger. To be commanded to the chain of the
skirmishers is considered special good fortune, for there the
individual is something by himself, can move at will, and is supplied
with plenty of ammunition. Yet, the main body also of the army,
which is obliged to fight in closed lines and strict order, is allowed to
vent its fury in firing by single files and by battalions in thundering
vollies. At the command to fire a hundred muskets at once, but a
single peal as of thunder is heard, and the smoke of the powder fills
the air with the sweetest of savors. For a change we turn to the
artillery. Though they do not possess any rifled cannon, they are
nevertheless intent upon aiming their guns accurately, and the little
self-possessed gunners who serve the pieces would prove dangerous
adversaries to any foe. They mount and dismount a piece as quickly
as any trained artillery-man, and where the ground offers great
impediments, one can see the stronger boys carrying their own
pieces.
The “Father of the Cadets,” Colonel Ziegler, is present at the sham
fights as an impartial umpire, walking continually on the battle-field,
and smiling as one or the other section makes a good hit. As soon as
the retreating federal troops have gained a favorable position, they
stop short, concentrate their forces, and brave any further advance
of the enemy who, after he has made some further unsuccessful
attempts, is convinced that the federals are a match for him, and
even stronger than himself, makes a halt, and the battle ends. The
white cross in the red field (the federal banner) remains, of course
always master of the field.

Many a manœuvre has ended without any accident, yet
sometimes a hot-blooded cadet forgets the ramrod, and wounds a
soldier from the hostile lines or a spectator, for the people mingle
without fear among the combatants. Every Swiss is a soldier, and the
crack of the guns is a congenial sound to him. The European
diplomatists who met in Zurich in the Fall of 1860 for the settlement
of the peace of Villafranca, were all present at the manœuvres, and
undoubtedly depicted the cadet system to their respective
governments in glowing colors, recommending the general adoption
of the system. We now ask our governors and our people in general
—“Shall we be the last?” A noble ardor may accomplish a good deal,
yet strength combined with will can accomplish far more—almost
every thing.
After the parties have fought an hour and a half in the sight of the
Alps and the glittering lake, and rested a little while, they march in
brotherly union with glowing faces, to the sound of the drum, or
singing patriotic songs, from the heights down to the shore road,
enter Tiefbrunnen, and stack their arms in pyramids on the green
sward of its hospitable pleasure-grounds. Then after the labor and
heat of the day, the young soldiers hasten at double-quick step, and
with Goliath-like appetite, to the garden of the neighboring inn,
which stands on the shore of the beautiful lake, and give fearful
battle to a second enemy in the form of loaves, sausages, etc.; the
blood of the grape runs like water, and so indefatigable are they in
continually repeated onslaughts, that in a short time the forces of
the enemy have wholly disappeared. The state bears the expenses,
in order that the poorest boy may be that day as rich as his upper-
ten comrade. Shouts and hurras spice the good things still more.
Meanwhile it has grown dark, the cadets take to their arms again,
and by the light of numerous torches, Colonel Ziegler proclaims and
distributes the prizes. The name of every victor is received with the
beat of the drum and thousands of hurras. The results of the target
shooting in 1860 were not so satisfactory as in former years. The
artillery gained 65 prizes in one hundred shots, the foot 28; while in
1859 the former received 86, and the latter 33, in the average of all

distances. The first two prizes were again taken by Glarus boys. This
little people, renowned through its marksmen, has for the last seven
years monopolized the first prizes.
Finally the warlike band marches home and the officers and
instructors meet again at a social supper, which lasts until after
midnight. Thus ends the manœuvre of Swiss boys.
The Swiss militia system may be our model. It will insure our
internal peace and national independence. It will unite the citizens of
all states into one band of brothers. Every people rears troublesome
individuals. Switzerland had to contend with internal difficulties,
factions, etc., as we have now, but the majesty of the law was
upheld by the masses, and while the rebels were beaten in the field,
the people of the different sections met again in friendship. And so,
we trust, it will be with us. The day may not be distant when we
shall want the strength of our whole beloved Union to maintain our
position among the great nations of the earth. United we need not
fear the world in arms.
The Swiss are the most peaceable and industrious people, and at
the same time the most warlike and ever-ready. In the idea of the
Swiss, the citizen is inseparable from the soldier, lest the free man
should become the slave of a domestic or foreign tyrant. The first
advantage of this idea is, that Switzerland has not a standing army,
and yet it can call into the field at any moment 200,000 well trained
men in the flower of their age; a like number could be raised of
younger men under twenty-one and above forty-five. 200,000 men is
eight per cent of its population, according to which we could have
about 2,200,000 citizen soldiers, not on paper only, but real soldiers.
If we institute the cadet system the next generation will be a warlike
one, and no American will even think of making a law, exempting
the citizen from his first duty to appear in person for the defense of
his liberties and independence. The whole amount of the Swiss
military Budget 3 is between four and five millions of francs, equal to
ten millions of dollars for our 2,200,000 men—a trifle indeed.

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