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 Nickels/McHugh/McHugh
Instructor’s Manual - Chapter 8 Understanding Business 12e

Chapter 8: Structuring Organizations for Today’s Challenges

INTRODUCTION
This Instructor’s Manual has been revised to include all teaching resources offered for your course. It is organized for ease of use, so you can
follow along in the classroom and use relevant materials as they are needed.

CONTENTS
Icebreaker Activity
Brief Chapter Outline, Learning Objectives, and Classroom Activities
Lecture Enhancers
Critical Thinking Exercises
Bonus Cases
Connect Instructor’s Manual

ADDITIONAL RESOURCE
For more lecture-enhancing examples and videos, visit our blog at www.introbiz.tv.

WHAT’S NEW IN THIS EDITION

Additions:
• Getting to Know Denise Morrison, CEO of Campbell Soup Company
• Name that Company
• Adapting to Change: Going Bossless
• Connecting Through Social Media: Breaking the Connection
• Career Exploration
• Putting Principles to Work

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• Video Case: Freshii’s Winning Organization

Revisions:
Statistical data and examples throughout the chapter were updated to reflect current information. In addition:
• Section “Everyone’s Reorganizing” was retitled “Organizing for Success” and the introduction was shortened.
• Figure 8.4 was corrected (in the process of redesign the cells in the figure had been mislabeled).
Deletions:
• 11e Name That Company
• Boxes Spotlight on Small Business and Adapting to Change
• Taking it to the Net
• Video Case

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ICEBREAKER ACTIVITY

Chapter 7 Organization, Teamwork, and Communication (also used in ch 7)

Exercise: “Telephone”
Learning Objectives: 8-3 Evaluate the choices managers make in structuring organizations.

Instructor Prep Time: 2 minutes

Supplies: N/A
Class Type: Face-to-Face, Hybrid, and Online
Ideal Class Size: N/A
Set-up Time:
Face-to-Face In-class/hybrid 5 minutes to explain activity and duplicate the student
Hybrid instruction sheet.
Online 5–
Student Work Time: N/A
Wrap-up Time:
Face-to-Face 30 minutes to discuss “take-aways”
Hybrid
Online Online chat room – 1 to 2 days to post
Evaluation Suggestions: N/A

Set-up:
• Lock the classroom door. Project the “college communication” slide on the white board.
• Invite all but 10 students into the classroom. Tell the 10 students that you will get back to them.
• Hand out the student instruction sheet to the students in the classroom.
• Invite 1 student into the room and tell the rest that they will be coming in one at a time.
• Tell the student he has 90 seconds to memorize the scenario on the screen because it will be turned off. He is to invite a student into the
class room and repeat the information on the screen. Before he tells the scenario, he needs to let the student know that there will be no
opportunity to ask questions and he/she will invite the next student in and repeat all the information. When finished, take a seat.
• The process continues until the 10th student has retold the scenario.
• Put the original scenario back up on the white board.

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Student Instructions:
1. Your role is that of an “observer”. A student is going to repeat this paragraph to the next student. The students are not permitted to
ask questions and are to invite the next student into the classroom and repeat what they are told. Pay special attention to what each
student repeats and how the story diverges from the original. Make notes on this sheet so you can participate in the discussion.

"A man was walking through campus wearing a striped T -shirt and carrying a backpack. He stopped a passerby, presumably to ask for
directions to the Student Affairs Office. The female pointed in the direction of a 6 story building and continued on. The man, seemingly
oblivious to 2 students standing in front of another building, continued walking down the side walk."

Wrap-up/”Take-aways” suggested topics:

In-person/hybrid classes:
The story should diverge very quickly from the original. Ask the student observers to share their observations specifically, when the story
changed, etc. Discuss how the activity was “information giving” not true communication.
• Communication is not what you say, it’s what they hear, and what they think you mean
• Communication is not intent it is perception.
• Communication is not information giving!!!
• Information giving: a one-way process to present facts, instructions, etc.
• Communication: a two-way exchange in which the receiver understands the message in the same way as the sender intended.

Online: Instructor’s comments posted on the discussion page or a short “wrap-up” video (mini-lecture) of less than 20 minutes posted to the
course platform.

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BRIEF CHAPTER OUTLINE, LEARNING OBJECTIVES AND CLASSROOM ACTIVITIES

Chapter Opener Summary PowerPoint Slides

Getting to Know DENISE MORRISON Denise Morrison, CEO of the Campbell Soup PPt 6
Company, prepared for her role all her life. As
a young child, her father encouraged her to
get a head start on her career. She then went
on to a successful college career and quickly
moved up the corporate ladder before
landing her position in 2011.

Name That Company When this company eliminated all managers, PPt 7
it offered severance packages to all
employees who didn’t think self-
management was a good fit for them. Name
that company.
(Students should read the chapter before
guessing the company’s name: Disney)

LO 8-1 Outline the basic principles of organizational Key Terms:

management. N/A

Lecture Notes Classroom Activities PowerPoint Slides

I. ORGANIZING FOR SUCCESS Connect Application Exercises

PPt 8
A. MANY COMPANIES ARE REORGANIZING. Entrepreneurship in the Dynamic Business
Environment—iContact Video Case
1. ADJUSTING TO CHANGING MARKETS is a normal
function in a capitalist economy.

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2. The key to success is to REMAIN FLEXIBLE and to see p. 52 of this manual for summary and
adapt to the changing times. follow-up activity.
B. BUILDING AN ORGANIZATION FROM THE BOTTOM UP
1. ORGANIZING THE BUSINESS lecture enhancer 8-1
a. The text uses the example of starting a Smith’s Folly
mowing business.
A lesson in accountability from Kenneth
b. A first step is ORGANIZING (or Olsen, founder of Digital Equipment
STRUCTURING), deciding what work needs to Corporation (now part of Hewlett-Packard).
be done and then dividing up tasks (called (See the complete lecture enhancer on page
DIVISION OF LABOR). 31 of this manual.)
c. Dividing tasks into smaller jobs is called JOB
SPECIALIZATION.
bonus case 8-1
2. As the business grows, the entrepreneur will hire
Structural Collapse: Responsibility and
more workers and will need to organize them into
Accountability
teams or departments.
Because of engineering errors and poor
a. The process of setting up departments to do planning, the skywalks of a newly constructed
specialized tasks is called hotel collapsed, killing over 100 people. (See
DEPARTMENTALIZATION. the complete case, discussion questions, and
b. Finally, you need to ASSIGN AUTHORITY AND suggested answers beginning on page 46 of
RESPONSIBILITY to people so you can control this manual.)
the process.
3. STRUCTURING AN ORGANIZATION consists of: lecture enhancer 8-2 PPt 9
a. Devising a division of labor Zappos Goes Bossless
b. Setting up teams or departments to do In 2015, Zappos changed the corporate
specific tasks structure and eliminated the traditional
c. Assigning responsibility and authority to hierarchy. (See the complete lecture
people enhancer on page 32 of this manual.)

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4. An ORGANIZATION CHART shows relationships—

who is accountable for tasks and who reports to
critical thinking exercise 8-1
Building an Organization Chart
whom.
This exercise gives a list of employees and
5. The entrepreneur must monitor the environment to
asks students to create an organization chart
see what competitors are doing and what
showing a possible chain of command. (See
customers are demanding. the complete exercise on page 41 of this
manual.)

LO 8-2 Compare the organizational theories of Key Terms:

Fayol and Weber. economies of scale
hierarchy
chain of command
organization chart
bureaucracy

Lecture Notes: Classroom Activities PowerPoint slides:

II. THE CHANGING ORGANIZATION PPt 10-12

A. Never before has business changed so quickly, including
major changes in the business environment.
1. Managing change has become a critical managerial
function.
2. In the past, organizations were designed to make
management easier rather than to please the
customer.
3. This reliance on rules is called BUREAUCRACY.
B. THE DEVELOPMENT OF ORGANIZATION DESIGN
PPt 13
1. Until the 20th century, organizations were small
and organized simply.

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a. After the introduction of MASS

PRODUCTION, business organizations grew
complex and difficult to manage.
b. The bigger the plant, the more efficient
production became.
c. ECONOMIES OF SCALE describe the situation
in which companies can reduce their
production costs if they can purchase raw
materials in bulk; the average cost of goods
goes down as production levels increase.
2. The text discusses two major ORGANIZATION
THEORISTS and their publications.
a. HENRI FAYOL (Administration Industrielle et
Generale in France in 1919)
b. MAX WEBER (The Theory of Social and
Economic Organizations in Germany about
the same time)
PPt 14-15
3. FAYOL’S PRINCIPLES OF ORGANIZATION
a. Fayol introduced principles such as:
i. UNITY OF COMMAND: Each worker is
to report to only one boss.
ii. HIERARCHY OF AUTHORITY: One
should know to whom to report.
iii. DIVISION OF LABOR: Functions should
be divided into areas of specialization.
iv. SUBORDINATION OF INDIVIDUAL
INTERESTS TO THE GENERAL
INTERESTS: Goals of the organization

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should be considered more important

than personal goals.
v. AUTHORITY: Managers should give
orders and expect them to be carried
out.
vi. DEGREE OF CENTRALIZATION: The
amount of decision-making power
vested in top management should vary
by circumstances.
vii. CLEAR COMMUNICATION CHANNELS
viii. ORDER: Materials and people should be
placed in the proper location.
ix. EQUITY: A manager should treat
employees and peers with respect and
justice.
x. ESPRIT DE CORPS: A spirit of pride and
loyalty should be created.
b. For years, these principles have been linked
to management.
c. This led to RIGID ORGANIZATIONS.
d. The text uses the example of consumer
dissatisfaction with government-run DMVs.
PPt 16-17
4. MAX WEBER AND ORGANIZATIONAL THEORY
a. Max Weber’s book The Theory of Social and
Economic Organizations appeared in the U.S.
in the 1940s.
b. Weber promoted the PYRAMID-SHAPED
ORGANIZATION STRUCTURE.

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i. Weber put great trust in managers and

felt the less decision-making employees
had to do, the better.
ii. This approach makes sense when
dealing with uneducated and untrained
workers.
c. WEBER’S PRINCIPLES were similar to Fayol’s
with the addition of:
i. Job descriptions
ii. Written rules, decision guidelines, and
detailed records
iii. Consistent procedures, regulations, and
policies
iv. Staffing and promotions based on
qualifications
d. Weber believed large organizations need
clearly established rules and guidelines, or
BUREAUCRACY.
e. Weber’s emphasis on bureaucracy eventually
led to RIGID POLICIES AND PROCEDURES.
f. Some organizations today, such as UPS, still
thrive on rules and guidelines.
g. In other organizations, bureaucracy has not
been effective.
C. TURNING PRINCIPLES INTO ORGANIZATIONAL DESIGN PPt 18
1. Managers used the concepts of Fayol and Weber to
design organizations so that managers could
CONTROL WORKERS.

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a. A HIERARCHY is a system in which one person

is at the top of the organization and there is a
ranked or sequential ordering from the top
down of managers who are responsible to
that person.
b. The CHAIN OF COMMAND is the line of
authority that moves from the top of a
hierarchy to the lowest level.
c. The ORGANIZATION CHART is a visual device
that shows relationships among people and
divides work.
d. Some organizations have a dozen LAYERS OF
MANAGEMENT between the chief executive
officer and the lowest-level employee.
2. BUREAUCRACY is an organization with many layers
PPt 20
of managers who set rules and regulations and
oversee all decisions.
3. In a bureaucracy, decision making may take too
long to satisfy customers.
4. To make customers happy, firms are reorganizing to
give employees more power to make decisions on
their own, known as EMPOWERMENT.
Figures:

FIGURE 8.1 PPt 19

TYPICAL ORGANIZATION CHART
This is a rather standard chart with managers
for major functions and supervisors reporting
to the managers. Each supervisor manages
three employees.

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LO 8-3 Evaluate the choices managers make in Key Terms:

structuring organizations. centralized authority
decentralized authority
span of control
tall organizational structures
flat organizational structures
departmentalization
Lecture Notes Classroom Activities PowerPoint slides

III. DECISIONS TO MAKE IN STRUCTURING ORGANIZATIONS PPt 22

A. CHOOSING CENTRALIZED OR DECENTRALIZED
AUTHORITY
1. CENTRALIZED AUTHORITY is an organizing
structure in which decision-making authority is
maintained at the top level of management at the
company’s headquarters (text examples: Burger
King and McDonald’s).
2. However, today’s rapidly changing markets tend to
favor decentralization and delegation of authority.
3. DECENTRALIZED AUTHORITY is an organization
structure in which decision-making authority is
delegated to lower-level managers more familiar
with local conditions than headquarters
management could be (text example: Macy’s).
B. CHOOSING THE APPROPRIATE SPAN OF CONTROL PPt 24-25
1. SPAN OF CONTROL refers to the optimum number
of subordinates a manager supervises or should lecture enhancer 8-3
supervise.
Choosing the Right Span of Control
a. At lower levels, a WIDE SPAN OF CONTROL is Several factors affect the number of people a
possible. manager can effectively supervise. (See the

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b. The appropriate span narrows at higher levels complete lecture enhancer on page 33 of this
of the organization. manual.)
2. The span of control VARIES WIDELY.
a. The trend now is to expand the span of
control as organizations get rid of middle
managers.
b. The span of control can be increased through
empowerment and the use of technology.
PPt 26
C. CHOOSING BETWEEN TALL AND FLAT ORGANIZATIONAL
STRUCTURES
1. A TALL ORGANIZATIONAL STRUCTURE is one in
which the pyramidal organization chart would be
quite tall because of the various levels of
management.
a. Tall organizations have MANY LAYERS OF
MANAGEMENT.
b. Communication is distorted as it flows
through these layers.
c. The cost of all these managers and support
people is high.
2. Because of these problems, organizations have
moved toward flatter organizations.
3. A FLAT ORGANIZATIONAL STRUCTURE is an
organization structure that has few layers of
management and a broad span of control.
a. These structures are much MORE
RESPONSIVE TO CUSTOMER DEMANDS

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because decision-making power may be given

to lower-level employees.
b. The FLATTER organizations became, the
larger the SPAN OF CONTROL became. PPt 29-31
D. WEIGHING THE ADVANTAGES AND DISADVANTAGES OF
DEPARTMENTALIZATION
1. DEPARTMENTALIZATION is dividing organizational
functions into separate units.
a. The traditional way to departmentalize is by
function.
b. FUNCTIONAL STRUCTURE is the grouping of
workers into departments based on similar
skills, expertise, or resource use.
2. ADVANTAGES of functional departmentalization:
a. Workers can specialize and work together
more effectively.
b. It may save costs (efficiency).
c. Skills can be developed in depth.
d. Resources can be centralized to allow for
economies of scale.
e. There is good coordination within the
function.
3. DISADVANTAGES of departmentalization:
a. Departments may not communicate well.
b. Employees identify with the department
rather than the total organization.
c. Response to external change is slow.

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d. Employees may not be trained in different

management responsibilities and become
narrow specialists.
e. People in the same department tend to think
alike (engage in GROUPTHINK) and need
outside input to become creative.
critical thinking exercise 8-2
4. LOOKING AT ALTERNATIVE WAYS TO
How Do Organizations Group Activities?
DEPARTMENTALIZE
This exercise asks students to search the
a. By PRODUCT (A book publisher might have websites of several organizations to identify
departments for trade books, textbooks, and the primary method of departmentalization.
technical books.) (See the complete exercise on page 44 of this
manual.)
b. By CUSTOMER GROUP (A pharmaceutical
company might have separate departments
that focus on the consumer market, on
hospitals, and on doctors.)
c. By GEOGRAPHIC LOCATIONS (There may be
operations in Asia, Europe, and South
America.)
d. By PROCESS (A firm that makes leather coats
may have one department to cut the leather,
another to dye it, and a third to sew the coat.)
e. Some firms use a COMBINATION of
departmental techniques, called HYBRID
FORMS.

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Figures:

FIGURE 8.2
ADVANTAGES AND DISADVANTAGES OF PPt 23
CENTRALIZED VERSUS DECENTRALIZED
AUTHORITY

PPt 27
FIGURE 8.3
A FLAT ORGANIZATIONAL STRUCTURE

FIGURE 8.4 PPt 28

ADVANTAGES AND DISADVANTAGES OF A
NARROW VERSUS A BROAD SPAN OF
CONTROL
The flatter the organization, the broader the
span of control.

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FIGURE 8.5
WAYS TO DEPARTMENTALIZE PPt 32-36
A computer company may want to
departmentalize by geographic location
(countries), a manufacturer by function, a
pharmaceutical company by customer group,
a leather manufacturer by process, and a
publisher by product. In each case the
structure must fit the firm’s goals.

LO 8-4 Contrast the various organizational Key Terms:

models. line organization
line personnel
staff personnel
matrix organization
cross-functional self-managed teams
Lecture Notes Classroom Activities PowerPoint slides

IV. ORGANIZATIONAL MODELS

lecture enhancer 8-4 PPt 39
A. There are several ways to structure an organization to
accomplish goals. The Manhattan Project
To build the world’s first atomic bomb, the
1. Traditional organizational models are giving way to
military turned to General Leslie Groves,
new structures, although there may be problems.
known for his administrative ability,
2. Some newer models violate traditional organizational skill, and decisiveness. (See
management principles. the complete lecture enhancer on page 34 of
this manual.) PPt 41
B. LINE ORGANIZATIONS

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1. A LINE ORGANIZATION is an organization that has

direct two-way lines of responsibility, authority, and
communication running from the top to the bottom
of the organization, with all people reporting to
only one supervisor (i.e., the military and small
businesses).
a. The line organization has no specialists for
management support.
b. Line managers can issue orders and enforce
discipline.
2. DISADVANTAGES IN LARGE ORGANIZATIONS:
a. Too inflexible
b. Few specialists to advise line employees
c. Lines of communication too long
d. Unable to handle complex decisions
lecture enhancer 8-5
3. Such organizations usually become line-and-staff
Manufacturers Attempt to Overcome Skills
organizations. Gap with Apprenticeships
PPt 42
C. LINE-AND-STAFF ORGANIZATIONS
American workers could potentially miss out
1. Line-and-staff organizations have both line and staff on millions of industrial line jobs due to lack
personnel. of training. (See the complete lecture
enhancer on page 36 of this manual.)
2. LINE PERSONNEL are employees who are part of
the chain of command that is responsible for
achieving organizational goals.
3. STAFF PERSONNEL are employees who advise and
assist line personnel in meeting their goals.

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4. Line personnel have FORMAL AUTHORITY to make

policy decisions; staff have the AUTHORITY TO
ONLY ADVISE line personnel.
PPt 44-47
5. ADVANTAGES OF LINE-AND-STAFF
ORGANIZATION:
a. Have access to expert advice
b. Staff positions strengthen the line personnel
D. MATRIX-STYLE ORGANIZATIONS
1. Both line and line-and-staff organizations can
become INFLEXIBLE.
a. Both structures work well in organizations
with relatively unchanging environments and
slow product development.
b. However, high-growth industries now
dominate the economy.
c. In such industries, emphasis is on new
product development, creativity, rapid
communication, and interdepartmental
teamwork.
2. A MATRIX ORGANIZATION is an organization in
which specialists from different parts of the
organization are brought together to work on
specific projects, but still remain part of a line-and-
staff structure.
a. Matrix organization structures were
developed in the aerospace industry.

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b. The structure is now used in banking,

management consulting firms, ad agencies, and
school systems.
3. ADVANTAGES OF MATRIX ORGANIZATIONS
a. Flexibility in assigning people to projects
b. Encourage interorganizational cooperation
and teamwork
c. Can give more creative solutions to problems
d. More efficient use of organizational resources
4. DISADVANTAGES OF MATRIX ORGANIZATIONS
a. Are costly and complex
b. Create confusion in employee loyalties
c. Require good interpersonal skills and
cooperative employees and managers
d. May be only a temporary solution to a long-
term problem
5. Although matrix organizations seem to violate some
traditional managerial principles, the system
functions relatively effectively.
PPt 48-49
a. The matrix organization has been adopted in
high-tech firms because of its effectiveness.
b. A potential problem is that the project teams
ARE NOT PERMANENT and there is little
chance for cross-functional learning.
E. CROSS-FUNCTIONAL SELF-MANAGED TEAMS
bonus case 8-2
1. One solution to the disadvantage of temporary
Creating Cross-Functional Teams
teams is to establish long-lived teams.

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2. CROSS-FUNCTIONAL SELF-MANAGED TEAMS are

The Direct Response Group instigated
groups of employees from different departments organizational change to make its people
who work together on a long-term basis (as more responsive to the customer. (See the
opposed to the temporary teams established in complete case, discussion questions, and
matrix-style organizations). suggested answers beginning on page 49 of
a. Usually the teams are EMPOWERED to make this manual.)
decisions on their own without seeking the
approval of management.
b. Self-managed teams reduce the barriers PPt 50
between design, engineering, marketing, and
other functions.
c. Cross-functional teams work best when
leadership is shared.
F. GOING BEYOND ORGANIZATIONAL BOUNDARIES
1. Cross-functional teams work best when customers’
input is included.
2. Some go beyond organizational boundaries to
include customers, suppliers, and distributors.
3. Some cross-functional teams share information
across national boundaries and may be encouraged
by the government.

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Figures:

FIGURE 8.6 PPt 43

A SAMPLE LINE-AND-STAFF ORGANIZATION

FIGURE 8.7 PPt 45

A MATRIX ORGANIZATION
In a matrix organization, project managers
are in charge of teams made up of members
of several departments. In this case, project
manager 2 supervises employees A, B, C, and
D. These employees are accountable not only
to project manager 2 but also to the head of
their individual departments. For example,
employee B, a marketing researcher, reports
to project manager 2 and to the vice
president of marketing.

LO 8-5 Identify the benefits of interfirm Key Terms:

cooperation and coordination. networking
real time
virtual corporation
benchmarking
core competencies
digital natives
restructuring

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inverted organization

Lecture Notes Classroom Activities PowerPoint slides

V. MANAGING THE INTERACTIONS AMONG FIRMS PPt 53

A. NETWORKING is using communications technology and
other means to link organizations and allow them to work
together on common objectives. PPt 54-56
B. TRANSPARENCY AND VIRTUAL ORGANIZATIONS
1. The Internet links organizations so closely that each
can see what the others are doing in real time.
a. REAL TIME is the present moment or the
actual time in which something takes place.
b. TRANSPARENCY is a concept that describes a
company being so open to other companies
working with it that the once-solid barriers
between them become see-through, and
electronic information is shared as if the
companies were one.
c. Using this integration, two companies can
work together as closely as two departments
once did.
2. Most organizations are no longer self-sufficient, but
are part of a vast network of global businesses.
3. A modern organization chart should show people in
different organizations and how they are
networked together.

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4. Organization structures tend to be flexible and

changing.
5. A VIRTUAL CORPORATION is a temporary
networked organization made up of replaceable
firms that join and leave as needed.
a. This concept is very different from traditional
organizations.
b. Traditional managers often have trouble
adapting to rapidly changing structures.
6. In the past, each organization had a separate
department for each function.
a. Organizations are now benchmarking each
function against the best in the world.
b. BENCHMARKING is comparing an
organization’s practices, processes, and
products against the world’s best (example:
K2 benchmarked Piezo’s technology).
c. Benchmarking can be used in a direct
competitive way, as when Target compared
itself with Walmart.
7. If the organization can’t do as well as the best, it
lecture enhancer 8-6
can OUTSOURCE the function to an organization
A New Kind of Outsourcing
that is the best.
Some communities are finding relief
a. OUTSOURCING is assigning functions—such from the very companies that
as accounting, production, security, and legal outsourced their old jobs. (See the
work—to outside organizations. complete lecture enhancer on page
b. Overseas outsourcing is controversial. 37 of this manual.)

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 Nickels/McHugh/McHugh
Instructor’s Manual - Chapter 8 Understanding Business 12e

c. Some functions, such as information

management and marketing, may be too
important to outsource.
8. CORE COMPETENCIES are those functions that the
organization can do as well or better than any other
organization in the world. (Text example: Nike’s
core competencies are designing and marketing
athletic shoes, but it outsources manufacturing.) PPt 59
VI. ADAPTING TO CHANGE
A. The organization structure must be ADAPTED TO lecture enhancer 8-7
CHANGES in the market. Pivoting from One Business Plan to Another
1. Introducing change into an organization is one of Some ideas don't work as well as
the toughest challenges for managers. we’d like to believe at the start.
Michael Garritty rolled with those
2. It is difficult for some companies to reinvent
punches. (See the complete lecture
themselves in response to changes in the enhancer on page 38 of this manual.)
competitive environment.
3. Painful changes may be necessary—such as U.S.
automakers closing plants and reducing staff.
4. Companies must coordinate the efforts of
traditional departments and their Internet staff.
5. To reach DIGITAL NATIVES (individuals who grew lecture enhancer 8-8
up with the Internet and cell phones), companies
Snapchat Partners with TV Companies for
must retrain older workers in the new technologies
Original Content
(examples: YouTube, Facebook, Twitter, RSS).
Snapchat has grown into one of the most
6. Companies that are most successful in adapting to
powerful social networks around. It’s now
change have these common traits: working to create short “shows” for its
a. They listen to customers. Stories section to keep users’ attention
longer. (See the complete lecture enhancer
on page 39 of this manual.)

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 Nickels/McHugh/McHugh
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b. They have inspirational managers who drive

new ideas through the organization.
c. They often have had a close call with going
out of business. PPt 62
B. RESTRUCTURING FOR EMPOWERMENT
1. To implement empowerment, firms often must
reorganize dramatically.
2. RESTRUCTURING is redesigning an organization so
that it can more effectively and efficiently serve its
customers.
3. A few organizations have turned the traditional
organizational structure upside down.
a. An INVERTED ORGANIZATION is an
organization that has contact people at the
top and the chief executive officer at the
bottom of the organization chart.
b. There are few layers of management, and
their job is to assist and support frontline
people.
c. Companies using the inverted structure
support frontline personnel with internal and
external databanks, advances communication
systems, and professional assistance.
d. Frontline people now have to be better
educated, better trained, and better paid
than in the past.
e. In more progressive organizations, everyone
SHARES INFORMATION, giving everyone
power.

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Figures:

FIGURE 8.8 PPt 55

A VIRTUAL CORPORATION
A virtual corporation has no permanent ties
to the firms that do its production,
distribution, legal and other work. Such firms
are flexible enough to adapt to changes in
the market quickly.

FIGURE 8.9 PPt 63

COMPARISON OF AN INVERTED
ORGANIZATIONAL STRUCTURE AND A
TRADITIONAL ORGANIZATIONAL
STRUCTURE

LO 8-6 Explain how organizational culture can Key Terms:

help businesses adapt to change. organizational (or corporate) culture
formal organization
informal organizationF8.1

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Lecture Notes Classroom Activities PowerPoint slides

VII. CREATING A CHANGE-ORIENTED ORGANIZATIONAL CULTURE PPt 64

A. Organizational change always causes some RESISTANCE.
1. Firms that adjust best have a change-oriented lecture enhancer 8-9
organizational culture.
Employer Icebreaking Rituals
2. ORGANIZATIONAL (OR CORPORATE) CULTURE is
Each organizational culture is different. Foot
the widely shared values within an organization
Levelers has its own practices. (See the
that provide unity and cooperation to achieve complete lecture enhancer on page 40 of this
common goals. manual.)
a. An organization’s culture is reflected in
stories, traditions, and myths.
b. For example, McDonald’s culture emphasizes
quality, service, cleanliness, and value.
c. An organization’s culture can be negative, as
with an organization in which no one cares
about quality.
3. The very best organizations have cultures that
emphasize SERVICE TO CUSTOMERS.
a. The atmosphere is one of friendly, caring
people who enjoy working together.
b. Those companies have LESS NEED FOR CLOSE
SUPERVISION of employees.
c. The key to productive culture is MUTUAL
TRUST.
4. The formal organization structure is just one
element of the total organizational system.
B. MANAGING THE INFORMAL ORGANIZATION PPt 65-66

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1. All organizations have two systems.

a. The FORMAL ORGANIZATION is the structure
that details lines of responsibility, authority,
and position; that is, the structure that
appears on the organization chart.
b. The INFORMAL ORGANIZATION is the system
that develops spontaneously as employees
meet and form cliques, relationships, and
lines of authority outside the formal
organization; that is, the human side of the
organization that does not appear on any
organization chart.
2. No organization can operate effectively without
BOTH TYPES of organization.
a. The FORMAL ORGANIZATION can be slow
and bureaucratic, while the INFORMAL
ORGANIZATION can generate creative
solutions.
b. The informal organization is TOO
UNSTRUCTURED AND EMOTIONAL for
decision making, while the formal
organization provides guidelines and lines of
authority.
3. It is wise to learn quickly who the important people
are in the informal organization.
4. The nerve center of the informal organization is the
GRAPEVINE.

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5. Successful managers learn to WORK WITH THE

INFORMAL ORGANIZATION and use it to the
organization’s advantage.
6. The informal organization can also be very powerful
in resisting management directives.

VIII. SUMMARY

30 Instructor’s Manual – Chapter 8 | Nickels/McHugh/McHugh Understanding Business 12e | © 2019 by McGraw Hill Education
Discovering Diverse Content Through
Random Scribd Documents
 MESAKKI. Mutta joka töllistelee liian kauvan syntiseen maahan,
unohtaa taivaan korkeat luhdit.

MAAILMAN-MATTI. Luhdin kauttako te taivaaseen kiipeette. — Ei,

mutta missä ne kottikärryt ovat, että saisin pois tämän Hölmölän
syntisen mullan.

Menee. Amalia tulee, astuu kuistille.

AKIANTERI. Ah, siinä hän on! Mesakki, joko, minä korotan

ääneni?

MESAKKI. Älä sumeile, parempi naida kuin palaa!

AKIANTERI. Onkohan kukonkoipi lakkarissani? Kaikki käy hyvin.

Käy päälle Akianteri, sinun varjosi ei koskaan pienene. (Kopeloi
taskujaan.)

AMALIA. Mitähän se kopeloi taskujaan?

MESAKKI. Älä inttaile! Ole rohkea kuin päämies Mikaeli! (Työntää

Akianteria Amaliaa kohden.)

AMALIA. Hä!

AKIANTERI (Ojentaa oikeata kättä ilmaan). Niin, kuule nyt minun

ääneni, sinä Hölmölän ruusu, sinä tulipunainen kukka!

AMALIA. Onko henki taas tullut päälle.

AKIANTERI. Sinä hymistyksen helistys ja helistyksen hymistys,

sinä punareunaisten aivoituksieni tärisevä, värisevä, hyllyvä,
lyllyvä…!
 AMALIA. Lyll, lyll! Onko sinun vilu!

AKIANTERI. Sinä olet suloinen kuin hölmöläinen mallassauna,

makia sinä olet kuin nauris ja päihdyttävä kuin katajaviina, ylön ihana
sinä olet, sinä manteli, väskynä, namuni!

MESAKKI. Kuulkaas kuinka runollisen taivaallisesti ja taivaallisen

runollisesti Akianteri ilmoittaa rakkautensa korkian veisun!

AMALIA. Onks se tullut hulluksi!

AKIANTERI. Kokonas olet ihana kuin päivä, minä olen lemmen

leino rakastava räivä!

AMALIA. Hahaa, sinä väristyksen päristys!

AKIANTERI. Haa, neitokainen, kovasti koittelet sinä minun

tärisyttäviä ja värisyttäviä tulivuorikuohutuksiani mutta minä pysyn
lujana.

MESAKKI. Valmista itsesi, sinä, joka olet kaunistettu kaikkien

Hölmölän tyttärien seassa.

AKIANTERI (Lyö rintoihinsa). Kuolemaan saakka pysyn lujana.

AMALIA. Mesakki, viekää hänet jo lättiin, sillä muuten hän rupeaa

raivoilemaan. Mutta nyt minä tiedän, mikä miestä riivaa, se on se
kukon koipi lakkarissa. Näytäs minulle se!

AKIANTERI. Kukon koipi? Ei minulla ole mitään kukonkoipea.

AMALIA. Niin, sinä Hölmölän kiekuva, tulipunainen kukko!

(Sieppaa Akianterin taskusta kukon koiven, nauraa ihan
katketakseen ja juoksee tiehensä.)
 AKIANTERI. Minun kukonkoipeni, minun kukonkoipeni! Hän vei
minulta minun naimaonneni.

MESAKKI. Akianteri, älä muljota noin kamalasti! Tyynny ja ota

vaari minun sanoistani. Sinun munaskuusi ovat riemuiset, koska
sinun huulesi puhuvat, mutta sinä kilvoittelet liian kiivaasti. Sinä
pelästytit neitokaisen sinun väkevyydelläsi.

AKIANTERI. Pilkkasiko nainen minua vai koitteliko hän minun

väkevyyttäni.

MESAKKI. Totisesti, hän koitteli sinua mutta aika ei ollut otollinen.

AKIANTERI. Vai ei otollinen, otollinen! Tuhannen sarvipäätä!

Mesakki, minun muotoni muuttuu ja hahmoni hajoo. Nyt minä tahdon
tapella ja minä paiskaan kumoon koko Hölmölän kylän!

MESAKKI. Älä veikkonen, älä veikkonen!

AKIANTERI. Oletkos kuullut tätä laulua: Ja tässä on laulu kuin

hirrenpää, johon pappani ennen luotti, sanat siinä on että hirvittää ja
markkinavirren nuotti. Arvaas kuka sen teki!

MESAKKI. En nyt arvaa, en nyt arvaa.

AKIANTERI. Vai et arvaa, etkös ymmärrä ylhäisen yskää. Voi

mammani ja voi pappani, kissa, kissa, kissa vie, nyt tästä tulee
tupenrapina!

MESAKKI. Älä, älä, minä olen vanha, vaivainen mies.

AKIANTERI. Etkös sinä, vanha unilukkari, tiedä, että minä, minä

olen sen tehnyt.
 MESAKKI. Sinä niin, sinä niin, kukas muu, herrajesta!

AKIANTERI (Toistaa moneen kertaan: kuin hirrenpää… että

hirvittää). Ja entäs tämä: herrasväki tuli saaresta, sun ralilali lei, ei
ollut ystävää, sun ralilali lei! Laula mukana muuten minä teen sinusta
makkaraa!

Akianteri ja Mesakki laulavat: herrasväki tuli saaresta j.n.e.

AKIANTERI. Ja sitte se minun uusi arkkilauluni postimurhaajasta.

Siinä on kaksisataa värssyä!

MESAKKI. Kaksisataa värssyä! Miksi tämä minulle? Voi, voi, näin

en minä laulanut kirkossakaan.

AKIANTERI. Kirkossa! Oh, nyt minä muistan, mitä minä olen

tehnyt pyhälle sananpalvelijalle!

MESAKKI. Hän ei tiedä mitä hän tekee, minä helistän huutavan

äänellä, ehkä se auttaa. — (Helistää kepillään ja kopsauttaa
Akianteria päähän.) Heräjä, heräjä!

AKIANTERI. Totisesti, Mesakki, minä kuulen sinun äänesi, missä

minä olen, mitä minä olen tehnyt? Kopauta minua vielä kerta kalloon,
minä olen sen ansainnut!

Mesakki koskettaa kepillään Akianteria kalloon.

MESAKKI. Etkös ole ihmisparka aivan arka.

AKIANTERI. Synkeydessä syvään nukkunut olin, mutta sinä,

Mesakki, herätit minun!

MESAKKI. Nyt koko maailma iloita mahtaa!

 AKIANTERI (Itku kurkussa, syleilee Mesakkia). Anna anteeksi,
Mesakki, minä koperoitsen niinkuin sokea koperoitsee.

MESAKKI. Me lyödään usein sokeudelta ja sydämmen

tyhmyydeltä. Akianteri, äl unohda siis helvetin tuskaa, siell liekki
lakkaamatta puuskaa, siis varis, vapis ain kaikk karvas nosta!

AKIANTERI (Laulaa möristen). Enkä minä luovu mun kullastani

vaikka vereni keitettäisiin, vaikka minut äkiltä laivan takilta mereen
heitettäisiin.

MESAKKI. Oikein, Akianteri, laulu lieventäköön sinun surusi.

Katsos, Amalia ei tahtonut ilmaista kaikkea meidän kuulten, mutta
otappas tyttö kahden kesken hiljaa hissuksiin, niin hän on nöyrä ja
lauhkia kuin lammas.

AKIANTERI. Mesakki, sinä olet kokemuksesta viisas mies. —

Ettäkö koputtaisin hänen luttinsa ovelle? Oi, terve, te suloiset
Hölmölän vanhat, harmaat lutit!

MESAKKI. Akianteri, Akianteri, kirkonmiehenä minä varoitan sinua

sinun lihallisista mielikuvistasi, me olemme itse kohdastamme
kaikkeen pahaan vikapäät, muistakaamme se, Akianteri, kaikissa
meidän vaivoissamme ja kiusauksissamme.

AKIANTERI. Minä tahdon pitää sinun säätysi ja käskysi, Mesakki.

Ja Mesakki, onhan minulla minun suuri vuntierinkini, minun
ikipyöräni, se ajaa ulos pahat vaivat ja kiusaukset. — Mesakki,
kuules, minä vien ikipyörän Epran nähtäväksi, totisesti, minä teen
sen heti paikalla.
 MESAKKI. Poikani, poikani, tee niin ja pyydä Koputus-Liisalta
jotain rauhoittavaa, pelästyneen tippoja tai surun lievitysvettä!

AKIANTERI (Ilostuen ja taputtaen Mesakkia). Mesakki, sinä olet

minun hyvä edelläveisaajani. Minä menen, niinkuin iloinen ylkä
tahdon astua vihkitupaan. — Ah, Hölmölän ruusu!

MESAKKI. Niin, mene rauhassa, poikani, kaikki käy jetsulleen.

Akianteri menee.

MAAILMAN-MATTI (Tulee, heittää kärryt huolimattomasti syrjään

ja pyyhkii hikeä otsaltaan). Ei tämä vetele! Hiiteen minä heitän
Hölmölän hullutukset.

JASKA (Tulee vihtoineen saunapuvussa kädet selän takana,

kulkee kuin isäntä töitä katsellen). Tiedätkös, Mesakki, nyt minä en
enään pane tikkua ristiin, mitäs se hyödyttää, eläähän tässä
muutenkin ja kohta se aarrekin saadaan, silloin en minä tee muuta
kuin makaan kukonhöyhenpolstarilla, syljen kattoon ja polttelen
oikein priima pruumaa.

MESAKKI. Niin, ihmeellisesti on onni meitä kaikkia potkaissut,

mutta muista se, Jaska, älä anna itseäs rikkauden tähden vihaan
niinkuin turkki, juudi tai peaani. Tänkaltainen elämä on sinulle
vahingollinen.

JASKA. Kuka taitaa käydä oikeudelle minun kanssani. Katsos,

näin minä kävelen kädet selän takana, isännän silmä hevosen
lihottaa, sanotaan, ei minun nyt tartte muuta kuin katsella kun muut
tekevät työtä.

MESAKKI. Jaa, jaa, Jaska, Jaska, minä varoitan.

 EPRA (Tulee samoin kuin Jaska vihta kädessä ja saunapuvussa,
kädet selän takana). Jaska.

JASKA. Epra!

MESAKKI. Kohta on saunan aika. Kas kun eivät meidän miehet jo

tule sieltä porsaiden jalostuskokouksesta.

JASKA. Veljeni Epra, mitäs sanot nyt tästä!

EPRA. Ha. Näetkös, minä rumineeraan.

JASKA. Niin, näetkös, minäkin rumineeraan. (Kävelevät

edestakaisin.)

EPRA. Työmekkoni heitin minä, en minä tästä puoleen tee muuta

kuin makaan vaan ja otan saunassa löylyjä.

JASKA. Niin minäkin, ja pyhänä sitä ajetaan kirkolle oikein

evankeliumivaljailla, hui että humahtaa, pois tieltä, kun Hölmölän
rikkaat rusthollarit ajavat siknaalit hampaissa!

EPRA. Ha! Herrat ajaa ja savu jää, niin.

JASKA. Mitäs me suremme velattoman talon pojat, laitetaan

vinkkelipytinki ja…

EPRA. Ja pannaan rillisilmät koirat portille haukkumaan.

JASKA. Ja Justiinalle minä teetän oikein kahisevan

samettihameen, eikä sen enään tartte makkaroita laittaa.

EPRA. Ja minä Amalialle oikein silkkikengät ja hatun, jossa

semmoset plyymit lentelee. Koputus-Liisalle minä jo lupasin taalarin
kirkkohuivia varten.

JASKA. Ja minä ostan oikein hopeiset kolmihaaraiset

joulukynttiläjalat.

EPRA. Ja minä kultaisen puurokupin.

JASKA. Kyllä meidän nyt kelpaa kun olemme rikkaita.

EPRA. Ha, rikkaita! Kyllä kelpaa.

JASKA. Me rumineeraamme.

EPRA. Ha, me rumineeraamme.

Kävelevät pönäkästi edestakaisin.

MESAKKI (Kurkistaa Epran akkunasta). Hihii!

MAAILMAN-MATTI. Mitäs se Mesakki nyt hihittää!

MESAKKI. Hihii, Koputus-Liisa! Kas, Akianteri makaa penkillä!

MAAILMAN-MATTI. Älkää kurkistako lähimmäisenne huvitarhaan.

Se
Koputus-Liisa taitaa olla Mesakin entinen remma!

MESAKKI. Mitäs minä maailman menon turhuudesta. Mutta

katsokaas, Liisa taputtaa kuin taikinaa, ja Akianteri ähkii ja puhkii
kuin synnin vaivoissa.

MAAILMAN-MATTI (Loikkaa kuopan reunalle; itsekseen). Vanha

kettu! (Epra ja Jaska seisahtuvat kuopan reunalle.)
 JASKA (Pönäkästi). Mutta eikös jo työ ala sujua.

EPRA (Koppavasti). Niin, saisi se käydä hiukan joutusampaan.

MAAILMAN-MATTI. Tarkkaa teen niinkuin ruotiukko koiraa

nylkiessään.
(Epralle.) — Mutta kuinka Akianteri nyt jaksaa?

EPRA. Siellä se makaa tuvan penkillä, ja Koputus-Liisa hoitelee

sitä.

MESAKKI. Se otti sen niin pahakseen, kun Amalia vei siltä

kukonkoiven.

EPRA. Ha, kukonkoiven! No, kyllä Amalia vielä malttaa mielensä.

MESAKKI. Niin, luonto se on joka tikanpojan puuhun vetää.

JASKA. Sen minä sanon, että minä alan jo kärsimystyä, eikös

siellä, jukravita, jo näy mitään!

EPRA. Jaa, kyllä olisi jo aika nostaa se raha-arkku.

MESAKKI. Hys, hys, hyvät isännät, muistakaa toki, ettei hän ole
mikään tavallinen renki.

EPRA. Niin, armollinen riikin herra.

JASKA. Suurarmollinen herra riikinjakaja.

MAAILMAN-MATTI (Itsekseen). En minä enään viitsi. (Tekeytyy

kipeäksi ja huutaa äkkiä.) Ai, ai, ai!

JASKA. Mikä nyt tuli!

 EPRA. Ha, mitä!

MAAILMAN-MATTI. Ai, ai, auttakaa, auttakaa!

MESAKKI. Voi, taivaan talivasara!

Jaska ja Epra koittavat auttaa Maailman-Mattia.

MAAILMAN-MATTI. Ai, ai, älkää koskeko, älkää koskeko! Jalka

poikki, jalka poikki!

JASKA ja EPRA. Jalka poikki!

MESAKKI. Elämä on juur vähä tomun tuoksu ja hekuma kuin

liukas virran juoksu!

MAAILMAN-MATTI. Aurinko pisti, ja jalka nyrjähti, ai, ai, ai, koskee

niin, koskee niin.

JASKA. Mitäs me nyt teemme, voi surkeus, nyt menivät kaikki

kalleudet, kultasapelit kuin pohjattomaan kaivoon.

EPRA. Ha, ja rahakirstut. Mitäs me nyt teemme!

MESAKKI. Tämä oli meille meidän pahain tekojemme jälkeen.

JASKA. Vest ja varjele, tätä onnettomuutta, tätä onnettomuutta!

EPRA. Voi, suutari sentään!

MAAILMAN-MATTI, Minä kuolen, minä kuolen!

MESAKKI. Vettä, vettä! Miksei Hölmölässä ole kaivoa!

MAAILMAN-MATTI. Tai vaarinkaljaa! Ai, ai!

 JASKA. Minä juoksen kuin päätön kana, missä on minun toinen
töppöseni!

MESAKKI. Käskekää tänne Koputus-Liisa!

EPRA. Jaa Koputus-Liisa?

MESAKKI. Niin, Koputus-Liisa.

JASKA. Älä siinä seiso kuin kysymysmerkki.

EPRA. Jaa kysymysmerkki!

JASKA. Niin, ja pataässä.

MESAKKI. Epra, mene hakemaan Koputus-Liisaa.

EPRA. Minä menen! (Menee.)

MESAKKI. Virressä veisataan: Kuin ennen paljon hyppel, on nyt

juur jalvotoin. — Voi, taivas, voi, taivas!

JASKA. Koittakaa, voitteko hyppiä, ehkä jalka taas niksahtaa

sijoilleen.

MAAILMAN-MATTI. Ei, ei, ai, ai!

JASKA. Aina kun minä olen hiukan pahalla päällä, kun Justiina on
minua torunut, alan minä hyppiä kaiken maailman polskaa.
Koittakaas, ehkä se auttaa!

MAAILMAN-MATTI. Ei se auta. Vaarinkaljaa! (Jaska tuo kaljaa.)

Oh, nyt se meni hiukan ohi!
 MESAKKI. Taivaalle kiitos! Rakkaat hölmöläiset, antakaamme
itseämme tästä ojettaa. Minäkin otan pienen kulauksen,
pikkuruikkusen vain, sillä juopumus viisaan villitsee.

MAAILMAN-MATTI. Ai, ai, se tuli taas, minä en pysy pystyssä,

silmät pyörivät ja taivas tanssii. (Pyörittelee silmiään.)

JASKA. Ui, ui, näin meni nyt koko prameus.

MAAILMAN-MATTI. Kyllä se löytyy. Jaska ja Epra, minä uskon

työni vain teille, kaivakaa, kaivakaa yhdessä, kyllä se löytyy.

JASKA. Mikäs tässä muukaan auttaa.

Koputus-Liisa tulee, kulkee kädet rinnalla hitaasti Maailman-Mattia

kohden tarkastellen hyvin tärkeän ja tutkiskelevan näköisenä.
Jälessä tulee Epra nolona.

KOPUTUS-LIISA. Sanoinhan, että kyllä minua täällä vielä

tarvitaan.

EPRA. Mitä Liisa määrää, se täytyy myös tehdä!

JASKA. Niin,- se täytyy tehdä, tässä kun minulla kerran oli mato,
niin… … KOPUTUS-LIISA. Jahka katson, onko se kuolemaksi.

JASKA. Jos Koputus-Liisa sanoo, että se on kuolemaksi, niin se

on kuolemaksi.

MESAKKI. Niin, kerran täytyy täältä eritä. Hohoo, jaa!

JASKA. Hohoo, jaa, kaikki me itsemme häijysti käytämme.

 EPRA. Kuin ikinänsä köyhä ja rikas, keskenämme olemme
yhdenkaltaiset tässä, hohoo, jaa!

KOPUTUS-LIISA. Jollette te ole hiljaa, niin minä annan teille

ylenantopulveria tai kamalaa.

JASKA. Ui, kamalaa, ei, ei minulla nyt ole matoa.

KOPUTUS-LIISA (Lähestyen Maailman-Mattia, koettelee joka

jäsentä).
Koskeeko tästä ja tästä ja tästä?

MAAILMAN-MATTI. Ai, ai, ei saa, ei saa!

KOPUTUS-LIISA. Entä vatsa?

MAAILMAN-MATTI. Pullottaa kuin rumpu.

EPRA. Söi meidän puuroa.

JASKA. Niin, teidän puuroanne!

EPRA. Ja teidän makkaroitanne!

KOPUTUS-LIISA (Kaivaa pussistaan rohtopulloja y.m.). Sielun

vihollisen pillastusta…

MAAILMAN-MATTI. En minä ota hevosrohtoja.

KOPUTUS-LIISA. Kyllä minä tiedän, hevosille pääntautia ja

ihmisille vatsatautia vastaan.

MAAILMAN-MATTI. Ai, ai, kolottaa, kolottaa!

 KOPUTUS-LIISA. Hampaita? Pannaan hullunkaalin siemeniä.

MAAILMAN-MATTI. Ei, minä en kuule oikein.

KOPUTUS-LIISA. Kaadetaan korviin saakelinpojan korvatippoja.

JASKA. Ottakaa nyt mitä rohtyörinnä määrää.

MAAILMAN-MATTI. Minua yskittää niin kovasti.

KOPUTUS-LIISA (Koputtaa selkään). No, siihen sopii neitseen

nahkaa tai akattoman laastaria.

MAAILMAN-MATTI. Akattoman laastaria! Ei, ei!

JASKA. Leini sillä on.

MESAKKI. Niin, ja jalka taisi nyrjähtyä!

MAAILMAN-MATTI. Niin, nyt minä muistan, jalkaanihan mun

kolottaakin.

KOPUTUS-LIISA. Miksette sitä heti sanonut. Nyt minä tiedän. Me

viemme korkean riikinherran levolle, sitte minä hieron jalkaan kukon
öljyä, enkelskan veisaavan pukin talia ja yhdeksän miehen voimaa.
Jos tulee kuume, niin minä annan Hakamummon elttatippoja, ja jollei
lopuksi terva ja sauna auta, niin se on kuolemaksi, ihan varmaan se
on kuolemaksi, niin totta kuin minä olen Koputus-Liisa ja äitini tytär.
Taluttakaa potilas tupaan.

Jaska ja Epra taluttavat, Maailman-Matti on ontuvinaan.

MAAILMAN-MATTI. Mutta eikös teillä ole korpiroinaa, kolmenlaisia

tippoja tai laakivettä.
 JASKA. Laakivettä, laakivettä! Kerran kun minä sitä otin, niin minä
tulin niin hiivatin iloiseksi että hih!

KOPUTUS-LIISA. Minulla on vaikka mitä!

MAAILMAN-MATTI (Ilostuen). Minäkin sanon hih!

JASKA. Hih!

EPRA. Hän paranee.

MAAILMAN-MATTI. Kun minä saan hiukan laakivettä, niin minä

olen kohta kuin toinen mies. Anteeksi, hyvät hölmöläiset, että minä
saatoin teidät pulaan, ei nyt auta muu kuin, että itse kaivatte ja heti,
niin, tehkää se heti!

JASKA. Niin, heti.

EPRA. Jaa heti?

MAAILMAN-MATTI. Niin, tehkää se heti, sillä nyt on otollinen aika,

koska allakassakin on neljä laneettaa!

MESAKKI. Niin, kaivakaa te, Jaska ja Epra, kaikessa sovussa,

minä ja Koputus-Liisa talutamme kyllä korkean vieraan tupaan.
(Taluttaa Maailman-Mattia.)

MAAILMAN-MATTI (Kompuroiden kuistiin). Niin, niin, se on

kuolemaksi, se on kuolemaksi, ai, ai, ai, kuinka koskee, ai, ai!

Menevät Epran tupaan.

JASKA. Kaivaa että multa sinkoo. Hei, nyt minä kaivan vaikka
maan napaan saakka.
EPRA (Kaivaa toista syrjää). Entäs minä, tahdon olla kuin myyrä.

JASKA. Niin, onnen myyriä nyt olemme.

EPRA. Kohta minä nostan arkun.

JASKA. Ja kultasapeli, voi, jeekuna vyrrää!

EPRA. Oh, kuinka se kivi painaa! Väännä kangella!

JASKA. Ai, ai, käteni puutuu, minä en jaksa.

EPRA. Oh, minä olen jo kuin uitettu hevonen.

JASKA. Oh, tämä on kuolemaksi.

EPRA. Ha, jaa kuolemaksi.

JASKA. Minä tunnen jo auringonpistoksia.

EPRA. Ja minun jalkani naksahtaa niin kummallisesti.

JASKA. Mutta miksi töppöseni ovat märät?

EPRA. Täällä on vettä!

JASKA. Vettä, sanot, mitäs se merkitsee?

EPRA. Tässä on kaivon paikka, voi, voi!

JASKA. Ui! Minä nousen pois tästä suden kuopasta.

EPRA. Ha, pois nousen minäkin.

 Koputus-Liisa ja Maailman-Matti, jolla on valkoinen side otsalla,
takaraivolla isot solmut. Jälessä Mesakki ja Akianteri.

MAAILMAN-MATTI. Kyllä jo riittää!

KOPUTUS-LIISA. Ja nyt saunaan.

MAAILMAN-MATTI. Ihmeellistä, heti kun minä sain laakivettä

hernelaukkuuni, niin minä paranin. Koputus-Liisa on paras
maailmanparantaja.

KOPUTUS-LIISA. Sanoinhan minä, että kyllä minun koprani kivut

krassaa.

MAAILMAN-MATTI. Huomenna minä maksan kaikki!

JASKA. Arvatkaas, arvatkaas, kuopassa on vettä, tulkaas

katsomaan.

MESAKKI. Olisiko tämä synninpaisumuksen vettä?

MAAILMAN-MATTI. Siinä on kaivo… ihmeitten ihme, viisauden

kaivo!

MESAKKI. Rakkaat veljet ja kanssapalvelijat!

JASKA. Hipp ja heijaa, minä sekotan tätä vettä kaljatynnöriin!

Auta,
Akianteri!

Jaska kantaa tuvasta kaljatynnörin ja asettaa sen rahille, Akianteri

tuo haarikoita.
 AKIANTERI. Nyt me voimme viettää viisaiden vaariemme
tappijuhlaa!

EPRA. Jaa että nyt tulisimme oikein viisaiksi!

JASKA. Niin viisaiksi, Epra, niin viisaiksi, ettei tästä puoleen

mikään vedä vertoja Hölmölän kansan ymmärrykselle.

MESAKKI. On kaikki toimi, taito, viisaus juur' aivan lyhykäinen

humaus.

AKIANTERI. Terve, sinä Sipillan suuri jälkeläinen, paitsi minua ei

maailmassa ole ketään viisaampaa kuin hän, joka keksi viisautemme
kaivon. Ajatelkaa, hölmöläiset, jalkojemme alla on tämä kultalähde
pulppunut, emmekä me ole siitä mitään tietäneet.

MESAKKI. Se avaa suut ja virvoittaa sydämmet ja munaskuut.

Mutta juokaamme kuitenkin varovasti.

MAAILMAN-MATTI. Kaukaa vaeltavat ihmiset tänne

ammentamaan viisautenne kaivosta, ja he tuovat teille kultaa ja
kalliita kiviä. Nylkekäät ja kiskokaat heitä, ottakaat kaisantaalari
jokaisesta nassakasta vettä, ja kolikoita kasaantuu teidän
koinsyömiin arkkuihinne. Riemuitkaat teitänne!

MESAKKI. Hölmölästä tulee vielä oikea pyhiinvaelluspaikka.

JASKA (Ammentaa vettä kuopasta ja kantaa tynnyriin). Jeekuna

vyrrää!
Epra, ajatteles, kaisantaalari nassakasta vettä!

EPRA. Taikka kaksi.

 Jaska ja Epra juovat.

JASKA. Niin, vaikka kaksi. Epra, me olemme oikein onnen poikia,

tule, ystävä, vanhaa uskollista, karvaista rintaani vasten!

Jaska ja Epra syleilevät.

EPRA. Jukravita! Minun ymmärrykseni kirkastuu!

AKIANTERI. Ja minun! Nyt minä keksin ikipyörän!

MAAILMAN-MATTI. Juo. Juokaat, niin te näette! Epra ja Jaska, jo

ensi yönä te näette unessa kultasapelin ja raha-arkun paikan,
perätkää Hölmölän talojen peräseinää. Niin, minä en sano muuta.
Ennen auringon nousua selviää kaikki.

JASKA. Minä alan jo tänä iltana.

EPRA. Niin minäkin teen, mutta ensin saunaan!

JASKA. Ja minä otan sellaisen löylyn, että silakatkin seinällä

paistuu.

EPRA. Ja minä annan Koputus-Liisan iskeä kaksi sarvea

takapakuroihini.

JASKA. Ja minä kaksi sarvea niskaan.

EPRA. ja yhden päähän.

JASKA. Ihan keskelle otsaa! — Mutta ensin pudotamme vielä

kielellemme pisaran viisauden vettä. Olkoon nyt janomme suuri kuin
Nooakilla.
 EPRA. Karaiskaamme kurkkuamme joka päivä, ja elämämme
olkoon paratiisi.

JASKA. Ja hiukan vielä parempi kuin paratiisi.

MESAKKI. Iloitkaan kaikki, sillä hyvä kaitselmus ohjaa haparoivia

askeleitamme.

JASKA. Nyt minä tahtoisin suudella koko maailmaa! Herra

mestari, nostakaa oikeata koipeanne ja sallikaa minun suudella
teidän armollista kenkäänne! (Suutelee kenkää.)

EPRA. Ja nostakaa myös vasenta jalkaanne, sillä minä en tahdo

olla huonompi kuin veljeni Jaska!

Maailman-Matti nostaa jalkojaan ja Epra suutelee kenkää.

TIKKA (Tikka ynnä muita hölmöläisiä saunapuvussa vastat

kainalossa). Minä olen jo kuullut siitä suuresta tapauksesta, iloitse,
sinä Hölmölän kansa! Kuulkaa!

MESAKKI. Hyst! Kuulkaat palvelijat ja olkaa kuuliaiset meille,

teidän ruumiillisille isännillenne, tuomareille, piispoille ja
sananpalvelijoillenne.

TIKKA (Maailman-Matille). Hölmölän lautakunta on tyysten ja

tarkoin punnittuaan pitänyt tänään kyläkäräjiä, ja minä edestuon
toimellisen ja korkeasti kunnioitettavan porsaidenjalostusyhdistyksen
puolesta kunnioittavimman kunnioituksen ja nimitän teidät kaikkien
kunniallisten ja toimellisten hölmöläisten porsaiden
kunniajalostusmestariksi ja merkiksi ripustan minä tämän kullatun
porsaan kaulaanne.
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