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Organizational Behavior, 5th Edition: Angelo Kinicki

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Chapter 01

Needed: People-Centered Managers and Workplaces

True / False Questions

1. Three basic levels of analysis in organizational behavior are individual, group, and
organizational.

True False

2. Organizational behavior is applicable only in for-profit organizations.

True False

3. By definition, organizational behavior is research-oriented and not application-

oriented.

True False

4. The field of organizational behavior has evolved over time.

True False

5. Prior to the human relations movement, employees were viewed and treated
simply as inputs into the production process.

True False
6. The essence of the Hawthorne studies was to manipulate a variety of workplace
factors and measure the effects on worker performance.

True False

7. The Hawthorne studies showed that data-driven research can guide managerial
actions.

True False

8. Elton Mayo advised managers to attend to employees' emotional needs in his

work ‘The Human Problems of an Industrial Civilization.'

True False

9. Mary Parker Follett, a famous management consultant, strongly believed in

demanding performance from employees instead of motivating job performance.

True False

10. Theory Y assumptions about employees, according to McGregor, are pessimistic

and negative.

True False

11. One of the main assumptions of McGregor's Theory Y is that work is a natural
activity, just like play or rest.

True False

12. From the employees' perspective, Theory Y management practices are a major
barrier to productivity improvement and employee well-being.

True False

13. The contingency approach grew from awareness that OB theories cannot be
applied in all situations.

True False
14. The contingency approach discourages managers from viewing organizational
behavior (OB) within a situational context.

True False

15. The human relations movement was widely criticized because it viewed
employees as passive economic beings rather than active social beings.

True False

16. The field of organizational behavior (OB) is dynamic and a work in progress.

True False

17. Human and social capital cannot be built; they are inherent qualities.

True False

18. Human capital is job-specific and hence, cannot be generalized to various jobs.

True False

19. Social capital can either be internal or external to the organization.

True False

20. Expenditure on education and training can be treated as investment in human

capital.

True False

21. The field of organizational behavior is influenced by changes in the field of

psychology.

True False

22. Positive organizational behavior (POB) is positively associated with employee

engagement and organizational commitment.

True False
23. The ‘C' in Fred Luthans's CHOSE model of key positive organizational behavior
(POB) dimensions stands for confidence.

True False

24. E-business refers to using the Internet to facilitate every aspect of running a
business.

True False

25. An e-business is one that relies on the internet primarily to buy and sell things.

True False

26. E-business has significant implications for management, but not for organizational
behavior.

True False

27. In today's world, in order to be able to compete in global market, one has to be an
industry giant.

True False

28. Professional networking sites such as LinkedIn help employees expand and
cultivate their social capital.

True False

29. Technology enables employees to exert more control over the information they
send and receive.

True False

30. Ethics involves the study of moral issues and choices.

True False

31. Sustainable businesses are led by CEOs who take a target-driven approach
rather than an inclusive approach.

True False
32. Senior executives tend to resort to unethical behaviour more frequently than
lower-level employees.

True False

33. According to Kent Hodgson, there are absolute ethical answers for decision
makers.

True False

34. An ethical organization strives to increase the need for whistle-blowing within the
organization.

True False

35. Organizations can reduce the need for whistle-blowing by encouraging free and
open expression of dissenting viewpoints.

True False

Multiple Choice Questions

36. Which of the following best describes the field of organizational behavior?

A. An exclusively theoretical approach to understanding the various management

styles
B. A field dedicated to analyzing the interactions of corporate organizations in the
market
C. A branch of management theory that operates independently of psychology
and anthropology
D. An interdisciplinary field dedicated to better understanding and managing
people at work
E. A field of research dedicated to improving motivational tactics to increase
productivity
37. Before the human relations movement in management, employees were viewed
as:

A. self-motivated and ambitious.

B. human capital for the firm.
C. inputs in the production process.
D. individuals with their own needs.
E. social capital for the firm.

38. The development of _____ in management theory changed the view of

employees as simply inputs into the production process.

A. the human relations movement

B. Gantt charts
C. Taylorism
D. the contingency approach
E. the scientific method

39. The _____ was/were the prime stimulus for the human relations movement in
management and organizational behavior.

A. World Wars
B. Great Depression
C. Hawthorne studies
D. contingency approach
E. Internet

40. ____, who headed the Harvard researchers in the Hawthorne studies, advised
managers to attend to employees' emotional needs.

A. Fredrick Taylor
B. Mary Parker Follet
C. Elton Mayo
D. Douglas McGregor
E. Frank Gilbreth
41. According to the researchers in the Hawthorne studies, the results from the
Hawthorne studies demonstrated that employee performance can be improved
by:

A. developing a formal procedure for collective bargaining.

B. developing a code of ethics for the organization.
C. following an autocratic leadership style.
D. attending to individual needs and group dynamics.
E. formulating a mission statement for the organization.

42. The 1933 book "The Human Problems of an Industrial Civilization", which advised
managers to attend to employees' emotional needs, was written by:

A. Mary Parker Follet.

B. Fredrick Taylor.
C. Elton Mayo.
D. Douglas McGregor.
E. Clayton Christensen.

43. _____ was a female management consultant in the male-dominated industrial

world of the 1920s, who advocated a "pull" rather than "push" strategy for
managers.

A. Mary Baker Eddy

B. Susan B Anthony
C. G.E.M. Anscombe
D. Mary Parker Follett
E. Lillian Gilbreth
44. The 1960 book titled ‘The Human Side of Enterprise' was written by:

A. Elton Mayo.
B. Douglas McGregor.
C. Fredrick Taylor.
D. Mary Parker Follett.
E. Clayton Christensen.

45. Which of these is a Theory X assumption about people at work?

A. Work is a natural activity.

B. People are capable of self-direction if they are committed to objectives.
C. The typical employee can learn to accept and seek responsibility.
D. People become committed to objectives if they are rewarded for doing so.
E. Most people prefer to be directed.

46. Which of these is a Theory Y assumption about people at work?

A. People can learn to accept and seek responsibility.

B. Most people dislike work.
C. Most people actually prefer to be directed.
D. People require close direction when they are working.
E. People are interested only in security.

47. As a production manager of Great Golf Products (GGP), Hannah believes that her
employees are capable of self-direction and self-control. She also believes that
they are committed to GGP's objectives since they are rewarded for doing so.
According to Douglas McGregor's system, Hannah can be described as a:

A. Theory X manager.
B. social capital manager.
C. Six Sigma manager.
D. Theory Y manager.
E. Hawthorne manager.
48. John has always believed that his employees are lazy and they dislike work. He is
afraid that if he does not provide close direction and supervision, they will goof off.
John's managerial style conforms to:

A. Maslow's hierarchy of needs.

B. the findings of the Hawthorne studies.
C. Mary Follet's theories.
D. the human relations view.
E. McGregor's Theory X.

49. Contingency theory in management grew from the awareness that:

A. organizational behavior theories are incorrect.

B. organizational behavior theories cannot be applied to all situations.
C. McGregor's Theory Y made more sense than McGregor's Theory X.
D. it is important to rely on the "one best method" in all cases.
E. Theory Y management is a barrier to employee well-being.

50. _____ calls for using management concepts and techniques in a situationally
appropriate manner, instead of trying to rely on "one best way."

A. The contingency approach

B. McGregor's Theory X
C. Maslow's hierarchy of needs
D. Taylorism
E. The human relations approach

51. Which approach calls for using management concepts and techniques in a
situationally appropriate manner?

A. The one-best-way approach

B. Human relations approach
C. Theory X management approach
D. Contingency approach
E. Theory Y management approach
52. _____ is the productive potential of an individual's knowledge and actions.

A. Social cost
B. Optimism
C. Motivation
D. Teamwork
E. Human capital

53. A present or future employee with the right combination of knowledge, skills, and
motivation to excel represents _____ with the potential to give the organization a
competitive advantage.

A. human capital
B. a whistle-blower
C. a Theory X employee
D. a competence oppressor
E. a competence suppressor

54. Which of the following refers to the productive potential of strong, trusting, and
cooperative relationships?

A. Social capital
B. Skills
C. Motivation
D. Social cost
E. Human capital

55. Which of these is a way to develop social capital within an organization?

A. Building knowledge
B. Skills training
C. Economic motivation
D. Forming sports teams
E. Product development
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56. Which of the following represents a company's investment in developing its
human capital?

A. Training employees to develop skills

B. Encouraging team-building in the company
C. Starting a company basketball team
D. Following the required safety regulations
E. Improving the product development process

57. In the multi-level approach to positive psychology, the subjective level is about:

A. courage and perseverance.

B. citizenship and work ethic.
C. flow and happiness.
D. civic virtues and institutions.
E. selfishness and greed.

58. In the multi-level approach to positive psychology, the individual level is about:

A. responsibility and nurturance.

B. altruism and civility.
C. courage and forgiveness.
D. well-being and contentment.
E. civic virtues and citizenship.

59. In the multi-level approach to positive psychology, the group level is about:

A. valued subjective experiences.

B. hope and contentment.
C. the capacity for love and vocation.
D. civic virtues and altruism.
E. high talent and wisdom.
60. _____ is defined as the study and application of positively oriented human
resource strengths and psychological capacities that can be measured,
developed, and effectively managed for performance improvement in today's
workplace.

A. Maslow's hierarchy of needs

B. Positive organizational behavior
C. McGregor's Theory XY
D. The contingency approach
E. Positive predictive value

61. The CHOSE acronym that identifies the five key dimensions of positive
organizational behaviour was created by:

A. Douglas McGregor.
B. Elton Mayo.
C. Fredrick Taylor.
D. Mary Parker Follett.
E. Fred Luthans.

62. The ‘H' in the CHOSE model of key POB dimensions stands for:

A. hope.
B. health.
C. hard work.
D. honor.
E. height.
63. When Kyra says that her department head, Tia, sets goals, figures out how to
achieve them, and is self-motivated to accomplish them, she is referring to which
of the following dimensions of the CHOSE model?

A. Confidence
B. Hope
C. Optimism
D. Subjective well-being
E. Emotional intelligence

64. _____ is the capacity for recognizing and managing one's own and others'
emotions.

A. Expressed emotion
B. Relationship management
C. Adaptive capacity
D. Emotional intelligence
E. Pattern recognition

65. Which of the following dimensions of the CHOSE model relates to self-
awareness, self-motivation, being empathetic, and having social skills?

A. Confidence
B. Hope
C. Optimism
D. Subjective well-being
E. Emotional intelligence

66. Which of the following best describes e-commerce?

A. Performing all business activities online

B. Buying and selling goods over the Internet
C. Giving employees telecommuting facilities
D. Using telemarketing as a sales tool
E. Developing internal social capital online
67. Which of these refers to using information communication technologies to
facilitate every aspect of running a business?

A. E-mail
B. E-commerce
C. Third-party marketplaces
D. E-business
E. E-procurement

68. _____ is the study of moral issues and choices, and is concerned with the
concepts of right versus wrong and good versus bad.

A. Efficiency
B. Strategy
C. Motivation
D. Ethics
E. Leadership

69. The concept of _____ means that businesses have obligations to others, beyond
shareholders and beyond the bounds of law or contract.

A. collaborative leadership
B. corporate social responsibility
C. positive organizational behavior
D. communities of innovation
E. contingency theory

70. In Carroll's model of corporate social responsibility, economic responsibility

implies that:

A. companies should make a profit consistent with expectations.

B. companies should invest all their profits in social improvement programs.
C. companies should avoid operating with the motive of obtaining profit.
D. companies should make a profit at all costs, to maximize shareholder benefits.
E. companies should minimize or eliminate activities that are not profitable.
71. In Carroll's model of corporate social responsibility, a company fulfills its legal
responsibility by:

A. ensuring that all employees have no criminal records.

B. formulating internal codes of ethics that are enforced through punishment.
C. supporting only those social causes that are not subject to controversy or
debate.
D. obeying the law of host countries as well as international law.
E. developing industry-wide ethical standards and ensuring compliance.

72. According to Carroll's model of corporate social responsibility, a company fulfills

its philanthropic responsibility by:

A. making a profit.
B. obeying the laws of the host country.
C. obeying the laws of the home country.
D. being ethical in its practices.
E. being a good corporate citizen.

73. Kent Hodgson's principle of loyalty implies that:

A. people should be treated justly.

B. all persons have the right to self-determination.
C. the truth should be told to those who have a right to know it.
D. promises, contracts, and commitments should be honored.
E. actions should accomplish the "greatest good for the greatest number" of
people.
74. "All persons are intrinsically valuable and have the right to self-determination"
relates to which of the seven moral principles defined by Kent Hodgson?

A. Dignity of human life

B. Autonomy
C. Honesty
D. Loyalty
E. Fairness

75. Humaneness is one of the seven moral principles defined by Kent Hodgson. It
means that:

A. the lives of people should be respected and human beings have a right to live.
B. all persons are intrinsically valuable and have the right to self-determination.
C. the truth should be told to those who have a right to know it.
D. our actions should accomplish the "greatest good for the greatest number" of
people.
E. we should do good to others as well as to ourselves.

76. ‘The common good' is one of the seven moral principles defined by Kent
Hodgson. It means that:

A. our actions ought to accomplish good, and we should avoid doing evil.
B. one has the obligation to treat others fairly and justly.
C. the truth should be told to those who have a right to know it.
D. one should act in ways that benefit the most people.
E. we should show concern for others through kindness, serving, and caring.

77. Which of the following would help improve an organization's ethical climate?

A. Providing a code of ethics for specific, rather than general, problems

B. Following a bottom-to-top system of enforcing ethical behavior
C. Avoiding a punishment-reward system for reinforcing behavior
D. Appointing designated whistleblowers for the company
E. Increasing performance pressure on employees
78. An organization wants to develop and implement a code of ethics in order to
encourage ethical behavior among employees. Which of the following is a
desirable characteristic for an organization's code of ethics?

A. The code of ethics should encourage whistle-blowing in cases of ethical

lapses.
B. The code of ethics should only be developed if employees are morally
attentive.
C. The code of ethics should be backed by support from top management.
D. The code of ethics should cover general, rather than specific, ethical cases.
E. Enforcement of the code of ethics should not be based on punishment and
reward.

79. A _____ is a statistical pooling technique that permits behavioral scientists to

draw general conclusions about certain variables from many different studies.

A. meta-analysis
B. case study
C. field study
D. laboratory study
E. sample survey

80. A _____ is an organizational behavior research technique that probes individual

or group processes in an organizational setting. Its results often have immediate
and practical relevance for managers because it involves real life situations.

A. meta-analysis
B. field study
C. laboratory study
D. sample survey
E. focus group
81. In a _____ study, variables are manipulated and measured in contrived
situations.

A. sample
B. case
C. laboratory
D. field
E. contingent

82. Which of the following best describes a case study?

A. A statistical technique that permits scientists to draw conclusions from many

different studies
B. An in-depth analysis of a single individual, group, or organization
C. A study of individual or group processes in a real-life setting
D. A study in which variables are manipulated and measured in contrived
situations.
E. A study in which samples of people from specified populations respond to
questionnaires

Essay Questions

83. Differentiate between Douglas McGregor's Theory X and Theory Y assumptions.

84. What are competence suppressors?

85. What is the contingency approach to management?

86. Discuss the importance of human capital for employers. How can employers
develop their firm's human capital?
87. Define and contrast human and social capital.

88. How did the positive psychology movement differ from previous approaches to
psychology?

89. Define POB and explain Luthans' CHOSE Model.

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90. Differentiate between e-commerce and e-business.

91. How has technology helped small companies compete in the global market?

92. What is e-business? How can e-business help companies penetrate new
markets?
93. How does technology help organizations build social capital?

94. Explain the significance of Web 2.0 for employers in today's world.

95. Gary Hamel in his book "The Future of Management" said "Management 2.0 is
going to look a lot like Web 2.0". Explain this statement.
96. Explain the four levels of Carroll's model of corporate social responsibility.

97. Discuss how a result-oriented management style can lead to unethical behavior.

98. List some ways in which an organization can improve its ethical climate.
Chapter 01 Needed: People-Centered Managers and Workplaces
Answer Key

True / False Questions

1. Three basic levels of analysis in organizational behavior are individual, group,

(p. 05) and organizational.

TRUE

Three basic levels of analysis in OB are individual, group, and organizational.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

2. Organizational behavior is applicable only in for-profit organizations.

(p. 05)

FALSE

Organizational behavior is an academic designation focused on managing

people within and between individual, group, and organizational levels. Thus it
is critical for success in any job and at any level.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present
3. By definition, organizational behavior is research-oriented and not application-
(p. 05) oriented.

FALSE

Organizational behavior is both research and application oriented.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

4. The field of organizational behavior has evolved over time.

(p. 05)

TRUE

To better understand the field of OB, we consider its evolution and cover where
it has been, where it is today, and some insights into where it appears to be
headed.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

5. Prior to the human relations movement, employees were viewed and treated
(p. 05) simply as inputs into the production process.

TRUE

Prior to the 1930s employees were largely viewed and treated simply as inputs
into the production process. Then a unique combination of factors transpired
that fostered the human relations movement.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present
6. The essence of the Hawthorne studies was to manipulate a variety of
(p. 06) workplace factors and measure the effects on worker performance.

TRUE

The essence of the Hawthorne studies was to manipulate a variety of

workplace factors and measure the effects on worker performance.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

7. The Hawthorne studies showed that data-driven research can guide

(p. 06) managerial actions.

TRUE

The Hawthorne studies and the larger human relations movement showed that
data-driven research can guide managerial actions.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

8. Elton Mayo advised managers to attend to employees' emotional needs in his

(p. 06) work ‘The Human Problems of an Industrial Civilization.'

TRUE

Australian-born Mayo, who headed the Harvard researchers at Hawthorne,

advised managers to attend to employees' emotional needs in his 1933 classic,
The Human Problems of an Industrial Civilization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present
9. Mary Parker Follett, a famous management consultant, strongly believed in
(p. 06) demanding performance from employees instead of motivating job
performance.

FALSE

Mary Parker Follett was way ahead of her time in telling managers to motivate
job performance instead of merely demanding it, a "pull" rather than "push"
strategy.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

10. Theory Y assumptions about employees, according to McGregor, are

(p. 06) pessimistic and negative.

FALSE

McGregor's Theory X assumptions were pessimistic and negative and,

according to McGregor's interpretation, typical of how managers traditionally
perceived employees.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

11. One of the main assumptions of McGregor's Theory Y is that work is a natural
(p. 07) activity, just like play or rest.

TRUE

One of the main assumptions of McGregor's Theory Y is that work is a natural

activity, just like play or rest.
Refer To: Table 1-1

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
 Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

12. From the employees' perspective, Theory Y management practices are a major
(p. 07) barrier to productivity improvement and employee well-being.

FALSE

A survey of 10,227 employees from many industries across the United States
challenges managers to do a better job of acting on McGregor's Theory Y
assumptions. From the employees' perspective, Theory X management
practices are the major barrier to productivity improvement and employee well-
being.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

13. The contingency approach grew from awareness that OB theories cannot be
(p. 07) applied in all situations.

TRUE

The contingency approach grew from awareness that OB theories cannot be

applied in all situations.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

14. The contingency approach discourages managers from viewing organizational

(p. 07) behavior (OB) within a situational context.

FALSE

The contingency approach encourages managers to view organizational

behaviour within a situational context.

AACSB: Analytic
 Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Contrast McGregor's Theory X and Theory Y assumptions about employees.
Topic: The Field of Organizational Behavior: Past and Present

15. The human relations movement was widely criticized because it viewed
(p. 08) employees as passive economic beings rather than active social beings.

FALSE

Despite its shortcomings, the human relations movement opened the door to
more progressive thinking about human nature. Rather than continuing to view
employees as passive economic beings, managers began to see them as
active social beings and took steps to create more humane work environments.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-02 Contrast human and social capital and describe three ways you can develop each.
Topic: New Directions in OB

16. The field of organizational behavior (OB) is dynamic and a work in progress.
(p. 08)

TRUE

The field of OB is a dynamic work in progress—not static and in its final form.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-02 Contrast human and social capital and describe three ways you can develop each.
Topic: New Directions in OB

17. Human and social capital cannot be built; they are inherent qualities.
(p. 10-
11)
FALSE

Human capital can be built through job rotation, training etc. and social capital
can be built through mentoring relationship, conferences etc.
Refer To: Table 1-2

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-02 Contrast human and social capital and describe three ways you can develop each.
 Topic: New Directions in OB

18. Human capital is job-specific and hence, cannot be generalized to various

(p. 10) jobs.

FALSE

Human capital can be either specific to your current job (e.g., knowledge of
your company's products or services) or more generic and serve you across
jobs (e.g., Series 7 certification to sell financial products).

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-02 Contrast human and social capital and describe three ways you can develop each.
Topic: New Directions in OB

19. Social capital can either be internal or external to the organization.

(p. 10)

TRUE

Social capital can be either internal or external to your current organization.

AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-02 Contrast human and social capital and describe three ways you can develop each.
Topic: New Directions in OB

20. Expenditure on education and training can be treated as investment in human

(p. 11) capital.

TRUE

One of the ways of building human capital is through job training such as
software certification that helps employees gain knowledge and skills to
improve performance in their current jobs.
Refer To: Table 1-2

AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
Learning Objective: 01-02 Contrast human and social capital and describe three ways you can develop each.
Topic: New Directions in OB
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The Project Gutenberg eBook of The Fair Dominion: A
Record of Canadian Impressions
This ebook is for the use of anyone anywhere in the United States
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Title: The Fair Dominion: A Record of Canadian Impressions

Author: R. E. Vernède

Illustrator: Cyrus Cuneo

Release date: August 3, 2020 [eBook #62844]

Most recently updated: October 18, 2024

Language: English

Credits: Produced by Al Haines

*** START OF THE PROJECT GUTENBERG EBOOK THE FAIR

DOMINION: A RECORD OF CANADIAN IMPRESSIONS ***
LOOKING FROM LAKE AGNES DOWN ON LAKES MIRROR
AND LOUISE.

THE FAIR DOMINION

A RECORD OF CANADIAN IMPRESSIONS

BY

R. E. VERNÈDE
AUTHOR OF
'THE PURSUIT OF MR. FAVIEL,' 'MERIEL OF THE MOORS,' ETC.

With 12 Illustrations in Colour

from Drawings by
CYRUS CUNEO

LONDON
KEGAN PAUL, TRENCH, TRÜBNER & CO., LTD.
DRYDEN HOUSE, GERRARD STREET, W.
1911
 PREFACE

You know how long ago, in the earlier-than-Victorian days, the country
cousin, in order to see life, went up to the Metropolis. A terrible journey it
was, but well worth the labour and anxiety. Accounts are still extant of how
the bustle and noise of the streets amazed him, of how endless the houses
seemed, how startled he was by the glittering, clattering folk, how innocent
and countrified he felt by comparison with them. Nowadays, though the
London we know is to that old London as a vast and sleepless city to a
small somnolent town, the country cousin is no longer carried off his feet by
a visit to it. It is not vast enough or noisy enough or new enough to impress
him. Perhaps no single city ever will be again.

But Canada! Some Winnipeg school teachers who came over recently to
see London, told a journalist that it seemed so quiet compared with
Canadian cities. 'In our cities,' they said, 'it is impossible to escape from the
noise of the streets.' ... Yet the streets and the cities are not really the things
that impress one most in Canada. The amazing things are the forests and the
fields, the prairies and the lakes and the mountains: all the illimitable space
and the irrepressible men who are closing it in and giving it names for us to
know it by.

Clearly the English country cousin who wishes to be impressed should

go to Canada. It is as easy to reach as London was in the old days, and there
are no highwaymen. He will come back—if he comes back—with many
stories to tell his friends of the wonders he has seen and of the still more
incredible things that will soon be visible. That is at least my position. I
went out originally for the Bystander, which wanted its Canadian news, like
all its other news, up-to-date and not too solemn, and I am indebted to the
editor of that journal for permission to make use in parts of the articles I
sent him for this book, in which, by the way, I have still endeavoured to
avoid solemnity. For some reason or other, many writers upon Canada do
fall into a solemn and portentous way of describing the country—with the
result that people who know nothing of the facts say to themselves, 'This is
indeed an important Dominion, but dull.' As a matter of fact, of course,
Canada is a highly exciting country—from its grizzly bears to its political
problems—and having spent delightful months in various parts, some well
known, others, such as the French River, the Columbia Valley, and the
Selkirks, very little known; riding in trains or on mountain ponies,
sometimes trying to catch maskinongés (a tigerish kind of pike), sometimes
trying to catch prime ministers (who cannot be described in such a general
way)—I have tried to set down my impressions as incompletely as I
received them. Never, I hope, have I fallen into the error of describing
exactly how many salmon are canned in the Dominion, or what Sir Wilfrid
Laurier should do if he really wishes to remain a great party leader. The
errors I have fallen into will be obvious, and I need not run through them
here.... As for criticisms—if now and then I stop to make some—if I start
saying, 'Canada is a great country, nevertheless, we do some things just as
well or better at home,' no Canadian need mind. Country cousins have said
just that sort of thing from all time. Every cousin—even the most
countrified—makes some reservations in favour of his own place; he would
not be worth entertaining otherwise. If the criticisms are pointless,
Canadians may say, 'What can you expect from a country cousin?' If there is
something in them, they will be entitled to remark, 'This English country
cousin shows some intelligence. But then he has been to Canada—the
centre of things.'

CONTENTS

CHAP.

I. THE START FROM LIVERPOOL

II. THE STEERAGE PASSAGE

III. LANDING IN CANADA

IV. A FAIRLY LONG DAY IN QUEBEC

V. THE ATTRACTION OF THE SAGUENAY

VI. STE. ANNE DE BEAUPRÉ AND A TRAVELLER'S VOW

VII. A HABITANT VILLAGE AND ITS NOTAIRE

VIII. GLIMPSES OF MONTREAL

IX. TORONTO, NIAGARA FALLS, AND A NEGRO PORTER

X. MASKINONGÉ FISHING ON THE FRENCH RIVER

XI. SOME SUPERFICIAL REFLECTIONS AT SUDBURY

XII. THROUGH THE HIGHLANDS OF ONTARIO

XIII. THE OLD TIMERS OF KILDONAN AND THE NEW TIMERS OF

WINNIPEG

XIV. A PRAIRIE TOWN AND THE PRAIRIE POLICE

XV. IN CALGARY

XVI. THE AMERICANISATION QUESTION

XVII. AMONG THE READY-MADE FARMS

XVIII. INTO THE ROCKIES WITH A DEFENDER OF THE FAITH

XIX. A HOT BATH IN BANFF

XX. CANADA AND WOMAN

XXI. THE LAKES AMONG THE CLOUDS

XXII. A SOLITARY RIDE INTO THE YOHO VALLEY

XXIII. THE FRUIT-LANDS OF LAKE WINDERMERE

XXIV. THE SELKIRKS—A GRIZZLY-BEAR COUNTRY

XXV. AN EIGHTY-MILE WALK THROUGH THE COLUMBIA

VALLEY

XXVI. FROM GOLDEN TO THE COAST

XXVII. A LITTLE ABOUT VANCOUVER CITY

XXVIII. THE HAPPY FARMERS OF THE ISLAND

XXIX. A CHAT WITH THE PRIME MINISTER OF

BRITISH COLUMBIA AND A BIG FIRE AT VICTORIA

XXX. BACK THROUGH OTTAWA

INDEX

LIST OF ILLUSTRATIONS

LOOKING FROM LAKE AGNES DOWN ON LAKES MIRROR AND

LOUISE ... Frontispiece

CHATEAU FRONTENAC FROM THE OLD RAMPARTS. DAY.

QUEBEC

CHATEAU FRONTENAC AND DUFFERIN TERRACE. NIGHT.

QUEBEC

MOUNT LEFROY. CANADIAN ROCKIES

A TRAIL IN THE ROCKIES

THE HALT. SADDLEBACK. LAGGAN

LAKE LOUISE. LAGGAN. ALBERTA

IN THE VALLEY OF THE TEN PEAKS. ROCKY MOUNTAINS

ON THE TRAIL, YOHO VALLEY

THE DEVIL'S FINGERS. ROCKY MOUNTAINS

A SENTINEL OF THE ROCKIES

IN THE SELKIRKS. THE RETURN FROM THE HUNT

THE FAIR DOMINION

CHAPTER I

THE START FROM LIVERPOOL

Canada and its wonders might lie before us, yet it was not all joy there at
the Liverpool docks, where we waited our opportunity to go on board S.S.
Empress of Britain. For one thing, the sun on that August day of last year
was so unusually warm that standing about with a bag amongst crowds of
people who were seeing other people off was hard work; for another, I had
left behind me in my Hertfordshire home my bull-mastiff, forlorn ever since
I had begun packing, and not a bit deceived by the bone she had been
supplied with at parting. Even while she had gnawed it, she had whined. All
those other people already on the great ship, the people in the bows—the
emigrants—were leaving more even than a bull-mastiff: friends—for who
knew how long?—their parents in England perhaps for ever. Here were
thoughts to obscure the pleasure of those who were making for a new
world, thoughts to sadden those who, whether by their own choice or not,
were staying behind. Less than my bull-mastiff could they be either
deceived or solaced. True, they might remember that this is the way a great
Empire is made. We talk of the Empire often enough. But then we who talk
of it are rarely those who make it or suffer for it; and perhaps we are
therefore more easily consoled by a great idea than they.

Luckily going on board ship has to be a bustling business. My two

companions and I, who had been promised a four-berth third-class cabin
between us, had to bustle quite a lot—to different gangways from which we
were rapidly sent back and into various queues, which turned out, after we
had waited in them for some time, to be composed of some other class of
passenger. We were extremely heated before we found ourselves in the end
about to be passed up a gangway at which the medical inspection of a group
of Scandinavians was at the moment going on. Scandinavian seems to be a
roomy word which covers all Swedes, Norwegians, Danes, Lapps; and no
foreigners not coming under this category are carried by the 'Empress'
boats.

The theory seems to be in regard to them that they are the only right and
proper shipmates for English emigrants going to Canada. They were being
pretty carefully examined all the same, men and women alike. The doctors'
attention seemed to centre on their heads and eyelids. Hats were pulled off
as they came level with them, and tow-coloured hair was grasped and
peered into apparently with satisfactory results, for only a couple of elderly
people were held back for a few minutes; and they I fancy had not passed
the eye test, and were therefore not free from suspicion of having trachoma
—a not uncommon North European disease supposed to cause total
blindness, which is least of all to be desired in a new country. The two
detained Scandinavians were re-examined and passed, after which our turn
came. I think we all three felt a little uneasy in the eyelids as we advanced
upon the doctor, but we need not have been anxious, for after a swift glance
at us he reassured us by grinning and saying, 'There's nothing wrong with
you, I should say,'—and so we passed on board. For the next hour or two
we were part of a whirl of confused humanity. There is always a tendency
among landsmen to become sheepish at sea, and in the steerage there were
nine hundred of us, most of whom had never been at sea before. So we
rushed together and got jammed down companionways and in passages
which even on so big a liner as this could not hold us all abreast, and
scrummed to find the numbers of our berths from the steward, and flung
ourselves in masses upon our baggage, and pressed pell-mell to the sides of
the ship to wave good-bye, and formed a solid tossing square saloonwards
when bells rang and we thought they might mean meals.

Of course there must have been even then self-possessed passengers,

who knew what they were about and only seemed to be lost with the crowd,
and to be vaguely trying to muddle through. Canadians returning to their
own country were conspicuous later by reason of their cool bearing and air
of knowing their way about the world. And the invisible discipline of the
ship that was to turn us all later into reasonable and orderly individuals was
no doubt already at work. But the impression any one looking down on us
that first evening would have received would have been the impression of a
scurrying crowd, fancifully and variously dressed for its Atlantic voyage—
clerks in pink shirts and high collars and bowler hats, peasants in smocks,
women in the very latest flapping head-gear, or bareheaded and shawled,
infants either terribly smart or mere bundles of old clothes.

Up on the first-class deck superior people were walking calmly about

with just the right clothes and manners for such a small event as crossing
the Atlantic must have been to most of them. Occasionally one of these
upper folk would come to the rails, lean over and smilingly stare at us:
wondering perhaps at our confusion. But then all our fortunes were
embarked on the ship, and only a little part of theirs.

When I went to sleep that night on a clean straw mattress in a lower

berth, with a pleasant air blowing in through the port-hole in the passage,
we were, I suppose, out to sea, and the air was Atlantic air, and no longer
that of the old country.
 CHAPTER II

THE STEERAGE PASSAGE

Apart from its other merits the steerage has this to its credit—every one
is very friendly and affable. No one required an introduction before entering
into conversation, and the suspicion that we might be making the
acquaintance of some doubtful and inferior person who would perhaps
presume upon it later did not worry any of us. I sat at a delightful table.
Some one who knew the ins and outs of a steerage passage had advised me
to go in to meals with the first 'rush,' instead of waiting for the second or
third. His theory was that the first relay got the pick of the food. So my two
friends and I had taken care to answer the very first call to the saloon,
which happened to be for high tea, and, seating ourselves at random, found
that we were thereby self-condemned to take every meal in the same order
—including breakfast at the unaccustomed and somewhat dispiriting hour
of 7 A.M. I do not know that it greatly mattered. In the cabin next ours there
were several small children, who appeared to wake and weep about 4 A.M.,
and either to throw themselves or be thrown out of their berths on to the
floor a little later. Their lamentations then became so considerable, that we
were not sorry to rise and go elsewhere.

Besides the three of us, there were at our table the following:—

(1) A Norwegian peasant. Going on to the land. Quiet and rapid in his
eating.

(2) Another Norwegian peasant, also going on to the land. He must have
arrived on board very hungry, and he remained so throughout the voyage.
He used to help himself to butter with his egg spoon, after he had finished
most of his egg with it. Moreover, he would rise and stretch a red and dusky
arm all down the table, if he sighted something appetising afar off. As we
had a most excellent table steward, whose waiting could not have been
beaten in the first-class, we all rather resented this behaviour, and I—as his
next door neighbour—was deputed to hold him courteously in his seat until
the desired eatables could be passed him.

(3) A Durham miner going to a mine in northern Ontario. A cheery red-

faced person. He had bought a revolver before starting for Canada, because
friends had told him that they were rough sort of places up there. I
afterwards stayed a night in a mining town, and the only row that I heard
was caused by a young Salvation Army girl, who beat a drum violently for
hours outside the bar. We advised the miner to practise with his revolver in
some isolated spot, these weapons being tricky.

(4) A small shy cockney boy who was going out to his dad at Winnipeg.
I don't know what his dad was, but I should think a clerk of sorts.

(5) A brass metal worker from the North. Going to a job in Peterborough.
A quiet pleasant young man.

(6) A chauffeur who had also been in the Royal Engineers. Had been in
the South African War, and told stories about it much more interesting than
those you see in books.

(7) A horse-breaker, with whom I spent many hours learning about bits
and bridles and shoes. He was the only married man among these seven. He
hoped to bring his wife and family out within the year, and was not going to
be happy until he did, even though the kids would have to be vaccinated,
and he had most conscientious objections to this process.

All these men—even the Norwegian with his egg-spoon habits—would

be, I could not help thinking, a distinct gain to any country. I fancy too that
they represented the steerage generally. Of course there were other types. I
remember some characteristic Londoners of the less worthy sort—gummy-
faced youths in dirty clothes that had been smart. There was one in
particular, whom the horse-breaker would refer to as 'that lad that goes
about in what was once a soot o' clothes,' who had a perfect genius for card
tricks and making music on a comb. His career in Canada, judging by
criticisms passed upon him by returning Canadians, was likely to be brief
and unsuccessful.
 The food—to turn to what is always of considerable interest on a voyage
—was good but solid. Pea soup, followed by pork chops and plum-pudding,
makes an excellent dinner when you are hungry. Everybody was hungry the
first day and also the last three days. In between there was a cessation of
appetites. The sea was never in the least rough, but there was some slight
motion on the second day out, and the majority of the nine hundred had
probably never been to sea before. The strange affliction took them
unawares, and they did not know how to deal with it. Where they were first
seized, there they remained and were ill. The sides of the ship which
appealed to more experienced travellers did not allure them. It was during
this affliction that a device which had struck me as a most excellent idea
upon going on board seemed in practice less good. This was a railed-in
sand-pit which the paternal company had constructed between decks for the
entertainment of the emigrant children. I had seen a dozen or more at a time
playing in it with every manifestation of delight. Even now while they were
ailing there, they did not seem to mind it.

Everywhere one went on that day of tribulation one had to walk warily.

Afterwards the sea settled down into a mill pond, and every one began to
wear a cheerful and hopeful look. In the evenings, and sometimes in the
afternoons as well, some of the Scandinavians would produce concertinas
and violins, and the whole of them would dance their folk-dances for hours.
It was extraordinary how gracefully they danced—the squat fair-haired
women and the big men heavily clothed and booted. There was an attempt
on the part of some of the English people to take part in these dances, but
they soon realised their inferiority, and gave it up in favour of sports and
concerts. The sports, though highly successful in themselves, led to a slight
contretemps when the Bishop of London, who happened to be on board,
came over by request to distribute the prizes. The Scandinavians, who quite
wrongly thought they had been left out of the sports, seized the opportunity
afforded by the bishop's address (which was concerned with our future in
Canada), to form in Indian file, with a concertinist at their head, and march
round and round the platform on which the bishop stood, making a
deafening noise. It looked for a little as if there might be a scuffle between
them and the prize-winners, but peace prevailed, though we were all
prevented from hearing what was no doubt very sound advice. Apart from
this, there was no horseplay to speak of until the last night but one, when a
rowdy set, headed by a fat Yorkshireman, chose to throw bottles about in
the dark, down in that part of the ship where about fifty men were berthed
together. For this the ringleader was hauled before the captain and properly
threatened.

Our concerts went with less éclat. They were held in the dining-saloon,
and there were usually good audiences. It seemed however that we had only
one accompanist, whose command of the piano was limited, and in any case
self-consciousness invariably got the better of the performers at the last
moment. Either they would not come forward at all when their turn arrived,
or else, having come forward, they turned very red, wavered through a few
notes and then lost their voices altogether. Our best English concertina
player, a fat little Lancashire engineer, had his instrument seized with the
strangest noises halfway through 'Variations on the Harmonica,' and after a
manly effort to restrain them, failed and had to retire in haste. We generally
bridged over these recurring gaps in the programme by singing 'Yip i addy.'

It was so fine most of the voyage, that one could be quite happy on deck
doing nothing at all but resting and strolling and talking. A few of the girls
skipped occasionally and some of the men boxed: there was no real zeal for
deck games. The voyage was too short, and with the new life and the new
world at the end of it we all wanted to find out from one another what we
knew—or at least what we thought—Canada would be like. We stood in
some awe of returning Canadians who talked of dollars as if they were
pence, and we wondered if we should get jobs as easily as people said we
should. Almost every type of worker was represented among us, and many
types of people.

Chief among my own particular acquaintances made on the boat were a

young lady-help from Alberta, two Russian Jews from Archangel, a
Norwegian farm hand from somewhere near the Arctic circle, two miners
from Ontario, and three small boys belonging to Perth, Scotland.

I do not know how the Russian Jews came to be on the boat. They had
some Finnish, and I suppose slipped in with the Scandinavians. They also
spoke a few words of German, which was the language we misused
together. They were brothers, good-looking men with charming manners.
The elder wore a frock coat and a bowler hat, and looked a romantic
Shylock. The other was clothed in a smock, and was hatless. They said they
had fled from the strife of Russia, and they wished particularly to know if
Canada was a free country. The younger man was an ironworker and made
penny puzzles in iron which, so far as I could make out, the elder brother
invented. They had one puzzle with them, but it was very complicated, and
I was afraid that the sale of such things in Canada might be limited, unless
Canadians fancied bewildering themselves over intricate ironwork during
the long winters. Still those two fugitives rolled Russian cigarettes very
well too, which should earn them a living.

The Norwegian was a simple youth in a queer hat, which afterwards

blew off into the sea much to his sorrow. He was very bent on acquiring the
English language during the voyage, not having any of it to start with. I
used to sit with him on one side and the small Perthshire boys on the other,
while we translated Scottish into Norwegian and back again. The Scotch
boys would inquire of me what 'hat' was in Norse, and I would point to the
queer head-gear above-mentioned, and ask its owner to name its Norwegian
equivalent. One of the things that stumped me—being a mere Englishman
—was a question put by the smallest Perth boy: 'Whit is gollasses in
Norwegian?'

It took me some time to find out what gollasses were in English, and I
don't know how to spell them now.

CHAPTER III

LANDING IN CANADA

It was while we were still out to sea that I first realised what Canada
might be like, and how different from England. We had been steaming for
five days, and hitherto the Atlantic had seemed a familiar and still English
sea. The sky above, the air around, even the vast slowly heaving waters and
the set of the sun one might see from an English cliff. But on this last day
but one, which was a day of hot sun, the sky seemed to have risen
immeasurably higher than in England and to have become incredibly
clearer, except where little white rugged clouds were set. Snow clouds in a
perfect winter's sky, I should have said, if I had known myself to be at
home; yet the air round the ship was of the very balmiest summer. We
should never get such a sky and such an air together in England, and we
were all stimulated by it and began to forget England and think more of
Canada. We wondered when we were going to see the lights of Belle Isle,
and somebody said we should pass an island called Anticosti, and we began
to look out for Anticosti, and anybody who knew anything about Anticosti
was listened to like an oracle. Not that anybody did know much—even
those who had crossed to and fro several times. After all there was no
reason why they should, for Atlantic liners do not stop there, and there is
not much to be seen in passing. Still we weighed the words of those who
had passed it carefully, and decided to see what we could of it so that we
might also be regarded as oracles next time we came that way.

Though we had not seen Canada, yet we had received a favourable

impression of it, which was lucky, because the next day, when we had got
into the St. Lawrence, it came on to sleet and vapour. We of the steerage,
who had brought up our boxes and babies almost before breakfast, so as to
be ready to land at the earliest moment, had to content ourselves with sitting
on them between decks (on the boxes, for choice, but the babies would get
in the way too), and watch the little white villages and tinned church spires
and dark woods of French Canada drive past the portholes in the mist. We
should like to have been on deck seeing more of our new home, breathing
some of its bracing air; but the rain was incessant. Heavens, but it got stuffy
too on that lower deck. Nine hundred of us in our best clothes and our
overcoats—holding on to bundles and kids, and sweating. It got so stuffy,
that I took the opportunity of crossing in the rain to the first-class, and
hunting out two people to whom I had introductions. One was the Canadian
Minister for Emigration, who had already been over to inspect us in a
paternal sort of way and declared that we were 'a particularly good lot'—
very different, he hinted, from the sort of English emigrants who used to be
shipped over, and got Englishmen a bad name in the new country for years.
His gratification at our general excellence was so natural that I did not
broach the question of whether Canada's gain was England's loss. I hope it
was not. I suppose we can afford to lose even good men, provided we are
not going to lose them really, but only station them at a different spot along
the great road of the Empire.

The other person I was anxious to see was Archbishop Bourne, who was
going out to the Eucharistic Congress at Montreal. We discussed that
extraordinarily lucid book of Monsieur André Siegfried, which deals with
the race question in Canada. The archbishop admitted its value, though he
thought it unfair in parts. He was assured, for example, that the unsocial
attitude of the Irish and French Canadian Catholics towards one another as
well as towards those of another religion was fast disappearing, nor did he
seem to think that the Church any longer tended to frustrate enterprise by
keeping its members under its wing in the East. Many Catholics were going
West nowadays, and after the Congress he himself was going West in the
spirit of the times. Perhaps he was right about the rapprochement of the
Irish and French Catholics, though men on the spot maintain that their
unsociability is largely due to the fact that both have a singular yearning for
State employment and the employment will not always go round.

It was still raining when I recrossed to the steerage, and it was still
raining when we got into the Canadian Pacific Railway dock at about 5
P.M. I was standing beside the horse-breaker at the time, and the first thing
that caught his eye in Quebec was the shape of the telegraph poles.

'Why, look at them,' he said, 'they're all crooked!'

A little later, he commented on the slowness with which the French-

Canadian porters were getting the baggage off the boat. 'They may have this
here hustle on them that they talk of,' he said, 'but I've seen that done a lot
quicker in London.'

It was more loyalty to the old country than disloyalty to the new that
prompted the remark, in which there was perhaps some justification. A
Canadian who was standing by seemed to think so at any rate.

'This is only French Canada,' he said, 'wait till you get West.'
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