Test Bank for Management 11th Edition Griffin 111196971X 9781111969714

Test Bank for Management 11th Edition Griffin
111196971X 9781111969714 download pdf
http://testbankpack.com/download/test-bank-for-management-11th-edition-
griffin-111196971x-9781111969714/
Visit testbankpack.com to explore and download the complete
collection of test banks or solution manuals!

Here are some suggested products you might be interested in.
Click the link to download
Solution Manual for Management 11th Edition Griffin
111196971X 9781111969714
https://testbankpack.com/download/solution-manual-for-management-11th-
edition-griffin-111196971x-9781111969714/
Test Bank for Management 12th Edition Griffin 1305501292
9781305501294
https://testbankpack.com/download/test-bank-for-management-12th-
edition-griffin-1305501292-9781305501294/
Test Bank for Business Essentials 11th Edition by Ebert
and Griffin ISBN 0134129962 9780134129969
https://testbankpack.com/download/test-bank-for-business-
essentials-11th-edition-by-ebert-and-griffin-
isbn-0134129962-9780134129969/
Test Bank for Organizational Behavior Managing People and
Organizations 11th Edition Griffin Moorhead 1133626696
9781133626695
https://testbankpack.com/download/test-bank-for-organizational-
behavior-managing-people-and-organizations-11th-edition-griffin-
moorhead-1133626696-9781133626695/

Test Bank for Operations Management Sustainability and
Supply Chain Management Canadian 2nd Edition Heizer Render
Griffin 0133764346 9780133764345
https://testbankpack.com/download/test-bank-for-operations-management-
sustainability-and-supply-chain-management-canadian-2nd-edition-
heizer-render-griffin-0133764346-9780133764345/
Test Bank for Fundamentals of Management 8th Edition by
Ricky Griffin ISBN 1285849043 9781285849041
https://testbankpack.com/download/test-bank-for-fundamentals-of-
management-8th-edition-by-ricky-griffin-isbn-1285849043-9781285849041/
Test Bank for Management Skills Assessment and Development
1st Edition Griffin Fleet 0538472928 9780538472920
https://testbankpack.com/download/test-bank-for-management-skills-
assessment-and-development-1st-edition-griffin-
fleet-0538472928-9780538472920/
Solution Manual for Management 12th Edition Griffin
1305501292 9781305501294
https://testbankpack.com/download/solution-manual-for-management-12th-
edition-griffin-1305501292-9781305501294/
Test Bank for Operations Management First Canadian Edition
Canadian 1st Edition Heizer Render Griffin 0132687585
9780132687584
https://testbankpack.com/download/test-bank-for-operations-management-
first-canadian-edition-canadian-1st-edition-heizer-render-
griffin-0132687585-9780132687584/

Test Bank for Management 11th Edition Griffin
111196971X 9781111969714
Full Link Download:
Test Bank:
https://testbankpack.com/p/test-bank-for-management-11th-edition-
griffin-111196971x-9781111969714/
Solution Manual:
https://testbankpack.com/p/solution-manual-for-management-11th-edition-griffin-
111196971x-9781111969714/

1
Chapter 2--Traditional and Contemporary Issues and Challenges
Student:
1. Theory is abstract and of no practical use in today's environment.
True False
2. Theory and history are important only to top managers today.
True False
3. History is simply a conceptual framework for organizing knowledge and providing a blueprint for
action.
True False
4. Understanding the historical context of management provides a sense of heritage and can help managers
avoid the mistakes of others.
True False
5. Classical management consists of two distinct branches: behavioral management and human resource
movement.
True False
6. Companies (such as Coca-Cola, Ford, and GE) maintain significant libraries on their corporate histories
that show a sense of heritage and pride.
True False
7. Iron Mountain's use of time and motion studies to improve its workers' output is an example of the use of
management techniques derived from behavioral management.
True False
8. Scientific management is conceptual and easily adapted to top-level management.
True False
9. Administrative management focuses on the jobs of individual office assistants.
True False

2
10. Janice is very concerned with worker morale, and she frequently surveys employees to determine their
level of job satisfaction. She feels that people really want to work, to take more responsibility, and to
make a contribution. Her approach reflects application of Theory Y.
True False
11. According to Barnard's theory about managerial authority, managers ultimately get their authority from
the title for their position.
True False
12. The Hawthorne studies showed that piece-rate pay was an effective way of increasing work output.
True False
13. The fundamental premise of administrative management is that the social aspects of the workplace are
more important to increasing worker productivity than economic incentives.
True False
14. According to McGregor, Theory Y managers engage in optimistic managerial thinking.
True False
15. When compared to management science, operations management is focused more on applications.
True False
16. Scientific management focuses specifically on the development of scientific models.
True False
17. In its current stage of development, quantitative management is able to accurately model even such
complex processes as human behavior.
True False
18. A closed system actively interacts with its environment.
True False
19. Open systems thinking tends to develop synergy in organizations.
True False
20. Google bought Motorola in the belief that the two companies would enhance each other's performance.
Google apparently expected some entropy from the purchase.
True False

3
21. The approaches to management that try to find the one best way to solve a management problem are
called contingency approaches.
True False
22. According to contingency theory, management is more art than science.
True False
23. Enhancing quality lowers costs.
True False
24. To succeed, managers must monitor their environment and change to keep pace with it.
True False
25. Improving quality tends to decrease productivity.
True False
26. Transportation is an example of a service industry.
True False
27. Which of the following statements relative to the theory and practice of management is TRUE?
A. Academic theories have little application in business because they are not grounded in reality.
B. The value of theory is that it provides a systematic framework for management activities.
C. Theory is, by definition, very abstract and quite difficult to understand.
D. Managers never develop their own theories of how to run an organization.
E. Management theories tend to be mutually exclusive.
28. Which of the following statements most correctly describes the early practice of management?
A. The practice of management dates back about 100 years.
B. Early economists were concerned with managerial efficiency and effectiveness.
C. By 1900, most organizations were large.
D. Survival was not an issue in most organizations before 1900.
E. The scientific study of management as a field of inquiry dates back to the nineteenth century.
29. Which of the following historical books did not influence management?
A. The Second World War
B. Iliad
C. The Prince
D. Republic
E. Pride and Prejudice

4
30. Robert Owen (1771-1858), a British industrialist, recognized the importance of the human aspect of
production. Owen believed workers deserved all EXCEPT which of the following?
A. Respect and dignity
B. Paid time off
C. Good working conditions
D. Decent pay
E. Reduced hours
31. Charles Babbage emphasized the application of mathematics to production problems. Thus, his work
was a forerunner of
A. administrative management.
B. the contingency theory.
C. the behavioral school of management thought.
D. operations management.
E. the systems theory.
32. management focuses on the work of individuals.
A. Administrative
B. Behavioral
C. Human relations
D. Scientific
E. Contingency
33. Scientific management evolved at the dawn of the twentieth century because
A. labor was in abundant supply.
B. worker efficiency was low.
C. capital was in short supply.
D. information was rapidly changing.
E. piecework pay systems were not working.
34. When Subway employees make a pulled pork sandwich they spread the pork from premeasured
cardboard containers. This improves speed and consistency. Subway is applying the principles of
A. scientific management.
B. organizational behavior.
C. management science.
D. contingency theory.
E. administrative management.

5
35. At Toyota, each task that operating employees and machines perform is carefully studied to promote
maximum productivity. In some cases, tasks are studied using time and motion studies to standardize
work methods. What management approach is Toyota using?
A. Human relations management
B. Scientific management
C. Management science
D. Contingency theory
E. Administrative management
36. One of the most common complaints that visitors to emergency rooms have is the long wait, yet they see
staff sitting, doing nothing. Which of the following management approaches can hospitals use to focus
on improving efficiency?
A. The classical perspective
37. Rolf is in the business of making crowns, bridges, and dentures that dentists use to repair teeth. It is a
highly competitive business, and Rolf has decided that to improve his business he needs to improve the
efficiency with which he produces the dental work. Which of the following management approaches
would be of most help to Rolf in pursuing this goal?
A. Management science
B. Contingency theory
C. Administrative management
D. The bureaucratic perspective
E. Scientific management
38. Plummer Construction has three employees. Bob the owner does design, ordering, and customer
interface. Paul and Bobby do demolition and construction with Paul specializing in the detailed trim
work and Bobby responsible for clean up. With which of the following management approaches do their
actions most agree?

6
39. Who among the following was NOT associated with scientific management?
A. Mary Parker Follett
B. Lillian Gilbreth
C. Henry Gantt
D. Frederick Taylor
E. Harrington Emerson
40. A manager who wants to use the principles of scientific management will
A. emphasize time and motion studies.
B. need a deep understanding of worker needs and feelings.
C. not be required to closely supervise his or her subordinates.
D. never actually increase worker productivity.
E. not have to carefully select and train his or her employees.
41. Life guards at Water Works pool also teach swim lessons. If they need to miss a lesson they do not get
paid, instead the substitute instructor gets the money. This is a form of
A. increased efficiency.
B. a piecework pay system.
C. soldiering.
D. Theory X.
E. Theory Y.
42. The use of a Gantt chart to schedule workers' duties, breaks, and lunches at a day-care center is an
application of one of the principles associated with
A. the classical perspective.
B. scientific management.
D. the contingency theory.
43. Which of the following is NOT a technique Frederick Taylor used to enhance worker productivity?
A. Study and time each element of the job.
B. Design the most efficient way of doing each part of a job.
C. Place both workers and managers on salary to reduce friction.
D. Supervise workers and managers to make sure they follow procedures and rest only when told to.
E. Allow managers to plan the work to be done.

7
44. The plant manager for an electronics manufacturer is often heard saying that the way to motivate
workers is to provide them with attractive wage and benefit packages. What school of thought does his
view reflect?
A. Quantitative
B. Behavioral
C. Classical
D. Contingency
E. Systems
45. Chester Barnard, former president of New Jersey Bell Telephone Company, made notable contributions
to management regarding
A. individual job efficiency.
B. legitimate authority.
C. management processes.
D. dynamic organizations.
E. individual rights and liberties.
46. Paul and Bobby want to start a construction company. After being in business a few months, Paul and
Bob guess that the most efficient way to demolition walls is for Paul to break them up and tear them off
and for Bobby to haul away the debris. Which of the following management theorists would be most
helpful to these entrepreneurs?
A. Henry Gantt
B. Frederick Taylor
C. Frank Gilbreth
D. Harrington Emerson
E. Max Weber
47. Henri Fayol, a French industrialist, was the first to identify all EXCEPT which of the following
managerial functions?
A. Planning
B. Organizing
C. Leading
D. Supporting
E. Controlling
48. Which of these management pioneers developed a chart for scheduling work over a span of time?
A. Lillian Gilbreth
B. Frederick Taylor
C. Harrington Emerson
D. Henry Gantt
E. Max Weber

8
49. A Gantt chart is a
A. listing of the steps required to complete a job.
B. method for developing employee wage systems.
C. device used in doing time and motion studies.
D. checklist used in equipment maintenance.
E. means of scheduling individual work or whole projects.
50. focuses on the management of the entire firm as opposed to the jobs of individual workers.
B. The contingency theory
51. All of the following were primary contributors to administrative management EXCEPT
A. Max Weber.
B. Henri Fayol.
C. Lyndall Urwick.
D. Hugo Munsterberg.
E. Chester Barnard.
52. Contributions of the classical perspective include all of the following EXCEPT
A. laid the foundation for later developments in management theory.
B. appropriate for dynamic organizations.
C. identified important management processes and functions.
D. identified important management skills.
E. focused attention on management as a valid subject of scientific inquiry.
53. Limitations of the classical perspective include all of the following EXCEPT
A. more appropriate for stable organizations.
B. more appropriate for simple organizations.
C. more appropriate for dynamic organizations.
D. often prescribed universal procedures that are not appropriate in some settings.
E. even though some writers were concerned with the human element, many viewed employees as tools
rather than resources.
54. Contemporary organization theory has its roots in
A. Weber's work on bureaucracy.
B. Fayol's 14 principles of management.
C. Barnard's work on acceptance of authority.
D. Taylor's work on job design.
E. Gilbreth's work in time and motion studies.

9
55. Barnard's theory on the acceptance of managerial authority states that
A. supervisors have inherent authority.
B. supervisors have charismatic authority.
C. if subordinates view a supervisor's directive as appropriate to organizational goals, they will accept
his or her authority.
D. so long as subordinates are able to comply with a supervisor's directives, they will accept his or her
authority.
E. supervisors have no authority unless subordinates are willing to grant it to them.
56. A law firm actually billed the mother of an employee who died almost $20,000 for work that was
required to settle the son's pending cases. The organization considers itself to be more important than the
individual. This example deals with one of the drawbacks to the use of the perspective of
management.
A. human resource
B. behavioral
C. classical
D. contingency
E. industrial psychology
57. Which of the following statements about the classical perspective of management is FALSE?
A. The classical perspective of management laid the foundation for later management theory
developments.
B. The classical perspective of management identified the key management processes.
C. The classical perspective of management prescribed action unique to each situation.
D. The classical perspective of management focused attention on management as a viable topic of
scientific inquiry.
E. The classical perspective of management identified important management functions and skills.
58. Industrial psychology is the practice of applying
A. psychology in the industrial revolution.
B. psychology to worker motivation and selection.
C. efficiency measures to psychological output.
D. statistical measures to psychological output.
E. industrial advancements to medical research.
59. Elton Mayo conducted experiments at Western Electric's Hawthorne plant from 1927-1932. He
discovered that
A. piece rate pay improved production.
B. unions limit employee initiative.
C. rate busters don't make their quota.
D. social pressure was more important than financial incentive.
E. chiselers assisted low producers.

10
60. Which of the following statements characterizes the thinking that emerged from the Hawthorne studies?
A. If jobs are properly designed and proper incentives provided, predictable results will follow.
B. Workers will perform their jobs as they are told to and will maximize their output so as to increase
their pay.
C. Concern for the worker will lead to greater worker satisfaction, which will then lead to increased
output.
D. Workers generally dislike work and need to be closely supervised to ensure adequate productivity.
E. People are motivated primarily by money.
61. Which of the following statements about the Hawthorne studies is FALSE?
A. The Hawthorne studies initiated work in the human relations movement.
B. The Hawthorne studies indicated the need to consider the social aspects of the organization.
C. The Hawthorne studies showed that group norms exert a powerful influence on the members of a
group.
D. The Hawthorne studies confirmed that incentive pay plans are an effective means of increasing
production.
E. The Hawthorne studies found that money cannot be used as a motivator for workers.
62. All of the following were primary contributors to the behavioral management perspective EXCEPT
A. Hugo Munsterberg
B. Abraham Maslow
C. Elton Mayo
D. Henri Fayol
E. Douglas McGregor
63. Which of the following statements BEST describes the human relations view of management?
A. U.S. productivity exceeds that of any other country.
B. Highly paid workers will be more productive.
C. Groups are NOT as productive as the same number of individuals working independently.
D. Happy workers are productive workers.
E. Minorities and women are equally productive to white males.
64. When Pregna was a student she liked school, worked hard, and experienced success. As a high school
teacher she assumed her students would feel the same way. A student observed that Pregna acted like a
Theory Y manager. That would mean that Pregna
A. believes that people do not like to work.
B. is constantly directing a student that wants to avoid taking responsibility.
C. will often threaten her students to get them to work toward school goals.
D. believes that people naturally like work.
E. all of these choices depending on the situation.

11
65. Howard Weaver manages MacLean Insurance Agency. An employee observed that Weaver acted like a
Theory X manager. That would mean that Weaver believes
A. that people prefer to be directed.
B. in the contingency approach to management.
C. in the importance of TQM.
D. that people are committed to goals.
E. that people naturally seek out work.
66. Nipurna is a high school guidance counselor. Nipurna is well liked by the staff and students whom she
supervises. She recognizes that they have excellent problem-solving skills and are committed to
excellence. She lets the people she supervises assume as much responsibility as they are capable of
handling. It would appear that she
A. takes a Theory Z approach to management.
B. uses ideas from scientific management.
C. believes in McGregor's approach to managing people.
D. uses the qualitative perspective of management.
E. is applying principles from management science.
67. Theory X managers believe workers are
A. happy.
B. lucky.
C. lazy.
D. needy.
E. committed.
68. Topics in the field of organizational behavior include all EXCEPT which of the following?
A. Job satisfaction
B. Stress
C. Leadership
D. Organizational politics
E. Operations
69. Dr. White is one of two emergency room physicians in charge of the staff. As a supervisor, she believes
that her subordinates are valuable resources and focuses her attention on the interpersonal processes such
as group dynamics that occur in the emergency room. Her views are consistent with the
management perspective.
A. quantitative
B. behavioral
C. classical
D. contingency
E. systems

12
70. Contributions of the behavioral management perspective include all of the following EXCEPT
A. challenged the view that employees are tools
B. furthered the belief that employees are valuable resources.
C. provided important insights into motivation and group dynamics.
D. focused managerial attention on motivation and group dynamic processes.
E. challenged the complexity of individual behavior and made predictions of that behavior.
71. When a manufacturing plant uses mathematical models to plan production schedules and to schedule
equipment maintenance, it is drawing on
B. administrative management.
D. TQM.
E. the contingency approach.
72. The Army uses aircraft simulators to train helicopter pilots, which decreases fuel consumption,
helicopter maintenance, storage requirement, and air traffic control congestion. It also improves safety.
This is an example of
C. operations management.
D. behavior perspective.
E. classical perspective.
73. Operations management is concerned with
A. the application of various processes and systems used by an organization.
B. systems created to store and provide information for managerial decision making.
C. the scientific analysis of the work elements of a job.
D. the development of mathematical and statistical tools and techniques for managerial decision making.
E. None of these choices
74. management techniques do not account for individual behaviors and attitudes.
A. Scientific
B. Administrative
C. Systems
D. Human relations
E. Quantitative

13
75. Which school of management thought would be most useful to a restaurant with pizza delivery that
wanted to determine the most efficient routes for each of its drivers to follow?
A. Organizational behavior
D. Management science
E. Systems management
76. What are the two branches of quantitative management?
A. Scientific management and administrative management
B. Theory X and Theory Y
C. Contingency theory and systems theory
D. Human relations and organizational behavior
E. Management science and operations management
77. The Blue Rooster is a bakery. It sells 12 flavors of bread, made fresh daily. Some doughs require time to
rise. If they are handled too soon or too late the texture and flavor is ruined. The importance of
scheduling indicates that The Blue Rooster should adopt the perspective.
A. organizational behavior
B. scientific management
C. administrative management
D. management science
E. systems management
78. Which two managerial functions utilize quantitative management the most?
A. Controlling and organizing
B. Planning and organizing
C. Organizing and leading
D. Controlling and planning
E. Leading and controlling
79. Limitations of the quantitative management perspective include all of the following EXCEPT
A. difficult to apply.
B. cannot fully explain or predict the behavior of people in organizations.
C. mathematical sophistication may come at the expense of other important skills.
D. models may require unrealistic assumptions.
E. models may require unfounded assumptions.

14
80. Which of the following statements describes the inherent strength in the quantitative management
theory?
A. The quantitative management theory provides numerous decision-making tools and techniques.
B. The quantitative management theory has realistic assumptions that permit close approximations of
organizational processes.
C. The quantitative management theory has allowed accurate modeling of individual behaviors and
attitudes.
D. The quantitative management theory enhances development of other management skills.
81. help managers integrate and enlarge their understanding of the three principal schools of
management thought.
A. Administrative management and scientific management
B. Systems theory and contingency theory
C. The human relations movement and organizational behavior
D. Management science and operations management
E. Scientific management and bureaucratic management
82. Which of the following is NOT an output?
A. Profit
B. Service
C. Product
D. Complaint form
E. Information
83. According to the systems perspective of management, which of the following is NOT an example of a
transformation process for an organization?
A. Employee behavior
B. Control systems
C. Administrative systems
D. Technology
E. Operating systems
84. After ordering from Amazon, customers are asked to review the product and the seller. This is an
example of which part of the system?
A. Inputs
B. Outputs
C. Feedback
D. Transformation processes
E. Material

15
85. A system that actively interacts with its environment is best described as a(n)
A. subsystem.
B. closed system.
C. transformation system.
D. management information system.
E. open system.
86. Multiplex Cinemas is a theater with 14 viewing rooms. It employs 50 people. Using the systems theory,
it would be classified as
A. an entropic system.
B. a subsystem.
C. either a system or a subsystem depending on the frame of reference.
D. either an open or a closed system depending on the frame of reference.
E. a closed system.
87. A new animated children's show does not even get presented to executives unless the merchandising is
lined up. The executives are looking for a(n)
A. open system.
B. closed system.
C. subsystem.
D. synergy.
E. entropy.
88. The stresses the importance of environmental influences on the organization.
A. quantitative management theory
B. open system concept
C. behavioral management theory
D. human relations movement
E. concept of synergy
89. The appropriate management behavior that depends on the unique situation is a perspective.
A. classical
B. universal
C. behavioral
D. quantitative
E. contingency

16
90. The Taliban seek to isolate women and control every aspect of their lives. The Taliban try to create
that do not interact with the external environment.
A. subsystems
B. closed systems
C. transformation systems
D. resource-independent systems
E. open systems
91. Harley-Davidson puts its brand on everything from motorcycles to toys and clothes. It is benefiting
from
A. equifinality.
B. synergy.
C. entropy.
D. a closed system.
E. subsystem interdependence.
92. TransAmerica Business is a consulting firm. When hired for a job, the company has financial auditors,
tax experts, management consultants, computer experts, and legal staffers who can work together to
solve whatever problems face the hiring firm. This team approach to problem solving is an example of
at work.
A. equifinality
B. synergy
C. entropy
D. a closed system
E. subsystem interdependence
93. The broader the solutions, the greater the creativity and possibility for innovation. This is a benefit of
which perspective?
A. Classical
B. Universal
C. Quantitative
D. Contingency
E. Behavioral
94. The United States Postal Service has been losing money for years. Social media have created many
alternatives for communication. The Postal Service's decline is an example of
A. closed system inversion.
B. open system thinking.
C. synergy.
D. subsystem failure.
E. entropy.

17
95. Fortis Healthcare Ltd. bought 10 private hospitals in India from Wockhardt Hospitals Ltd. The purchase
expands Fortis' operations in India. What was Fortis hoping to gain by the interaction of these new
businesses and its existing business?
A. Synergy
B. Closed system inversion
C. Entropy
D. Subsystem enhancement
E. Open system conversion
96. When one firm buys out another because it is thought that the two firms will complement each other in
such a way that the output of the combined firms will be greater than the sum of the current individual
outputs of the two companies, the managers are counting on
A. synergy.
B. closed system inversion.
C. entropy.
D. subsystem enhancement.
E. open system conversion.
97. Newspaper circulation had been declining for years. TLC cable station aired the show Extreme
Couponing that shows cutting coupons from newspaper advertisements. Suddenly demand for
newspapers changed course. Newspapers are benefiting from the created by retailers putting
coupons in the advertisements.
A. synergy
B. closed system inversion
C. entropy
D. subsystem enhancement
98. Edward Bingaman was overheard telling one of his friends, "You always think there is one way to solve
a problem. It just doesn't work that way. You have to use your head and try different approaches under
different circumstances." What management theory is Bingaman advocating?
A. Systems theory
B. Organizational behavior
D. Quantitative management
E. Contingency theory

18
99. The theory based on the idea that the best managerial actions in a given situation depend on the elements
of that situation is known as
A. the equifinality theory.
B. Theory X and Y.
C. the contingency approach.
D. the systems theory.
E. quantitative management.
100.Staff Sergeant Tyra Bradford is a platoon sergeant. She uses whatever style of management seems to fit
the situation. Her management style fits which theory of management?
A. Bureaucratic management
B. TQM
C. The contingency approach
D. Theory X and Y
E. Qualitative management
101.Dr. White uses whatever style of management seems to best fit the needs of the individual employees.
She was autocratic and rigid with a doctor who had a drug problem. During the same period, she was
compassionate with a nurse who was a single parent with infant twins and bent the rules so she could
have time to sort out her life. Her management style conforms to which theory of management?
B. TQM
D. Theory X and Y
102.Abercrombie and Fitch is expanding its international operations. It needs to consider all of the following
challenges EXCEPT
A. property ownership rights.
B. infrastructure.
C. government regulation.
D. cultural differences.
E. stagnant work environment.
103.The of businesses has increased diversity in many organizations.
A. globalization
B. emphasis on quality
C. service-orientation
D. technological-orientation
E. critical mass

19
104.Which of the following does the text describe as a contemporary management challenge?
A. Managing diversity
B. Erratic economy
C. Employee privacy
D. Technology
E. All of these choices
105.To obtain greater flexibility and to respond more quickly to the environment, organizations are
adopting
A. technology-free structures.
B. flat structures.
C. the traditional bureaucratic approach to management.
D. a TQM philosophy.
E. tall structures.
106.Why is quality an important management issue?
A. Quality can be used as a basis for competition.
B. Enhancing quality lowers costs.
C. Improving quality tends to increase productivity.
D. Making higher-quality products generally results in less waste.
E. All of these choices
107. is a conceptual framework for organizing knowledge and providing a blueprint
for action.
108.The planning, leading, and controlling by armies throughout history is an example of
in the past.
109.Charles Babbage applied to the production process. This use of
makes his work a forerunner of the quantitative management theory.
110.Classical management perspective consists of two distinct branches: and
administrative management.
111.When AT&T uses time and motion studies to improve productivity, it is applying the principles of
.

20
112.Henry Gantt was a(n) pioneer who developed a chart for scheduling work over
a span of time.
113.Max Weber, Henri Fayol, Lyndall Urwick, and Chester Barnard all were connected to the development
of management.
114.Mary Parker Follett (1868-1933) worked during the era, but she was ahead of
her time in anticipating the behavioral management perspective.
115.Shang believes her managers function best if she assigns them a task and gives them specific instructions
on how to get it done. She exhibits behavior.
116.The two branches of the quantitative approach are operations management and
.
117.The perspective of management that involves the extensive use of mathematical modeling of
organizational processes and that almost demands the availability of a computer is
management.
118.The field of applied management science that is generally concerned with helping an organization more
efficiently produce its goods and services is management.
119.Kevin is responsible for the transportation division of Iron Mountain, a document storage company. He
integrates vehicles, people, and schedules into one big operating unit. He uses
theory.
120.A religious organization that is continually reenergized and refocused will likely avoid
.

21
121.Anheuser-Busch packaged cans in local college colors. The company was trying to take advantage of the
systems concept of .
122.Margaret treats employees fairly by treating them differently, each according to individual needs. She
understands the application of perspective.
123.Many schools raised objections to Anheuser-Busch's marketing beverages in
college colors, because the schools feared it would appear as if the schools endorsed the product and
would lead to over consumption.
124.The failure of Lehman Brothers raised issues about financial industry
practices.
125.The entertainment industry is part of the economy, which relies heavily on
intangible resources.
126.Put the different perspectives in the chronological order in which they were developed, oldest to most
current.
a. Quantitative
b. Classical
c. Integrating
d. Behavioral
1. Developed 1st
2. Developed 2nd
3. Developed 3rd
4. Developed 4th

22
127.Special Exercises
Many of the things that happened in the following story reflect management theory at work.
Indicate the correct answer:
The Russell family replaced the roof of their home. In removing the old roof, the old shingles and nails
were pushed off the roof. The debris fell around the house in the grass and landscape. Mrs. Russell told
her daughters Amelia, Eleanor, and Madeline that she would pay them a quarter for every nail they
picked up (A) Soldiering, Piecework Pay.
Madeline started first and had earned $6 by the time Eleanor was ready to begin. Madeline was a (B)
Rate Buster, Chisler.
Eleanor complained that she could not find the nails fast enough to catch up to Madeline because
Madeline had found all the easy ones. Eleanor was a (C) Rate Buster, Chisler.
Eventually the complaining wore Madeline down, and she searched for nails for Eleanor and gave them
to her to cash in (D) Human Resource Management, Administrative Management.
Only when the girls had earned the same amount did Madeline again contribute to her own
accumulation. Meanwhile, Amelia chose never to search for a nail (E) Theory X, Theory Y.
Instead she went and rode the tractor as Mr. Russell mowed the yard (F) Open System, Closed
System.
128.Is management more art or science? Use management history and theory to support your answer.

23
129.What advantages do students of management theory and history have over managers with only practical
experience?
130.Discuss the importance of the classical school of management and identify at least two pioneers and their
major contributions.
131.Imagine centuries ago, you were the manager responsible for building the roads of the Roman Empire.
You only knew and used the scientific management approach. Describe how you would have motivated
workers. How was productivity?

24
132.Compare and contrast the approach that the proponents of scientific management take to increasing
worker productivity with the approach the human relations school advocates.
133.First, briefly trace the development of the behavioral perspective of management from its origins to the
present. Then list and briefly discuss one contribution and one limitation of the behavioral perspective of
management.
134.Describe the Hawthorne studies and the conclusions supported by them.

25
135.Briefly discuss the quantitative approach to management. Include in your answer the distinction between
management science and operations management.
136.What is the difference between management science and operations management?
137.What is a universal perspective? List three examples. How does contingency perspective integrate other
perspectives?

26
138.Choose one contemporary management challenge mentioned in the text. Describe a situation where a
manager faced the challenge. Outline his/her actions. Which management theory did the manager
apply?
139.How is a service industry like healthcare affected by globalization?
140.Griffin presents a way of integrating the perspectives of management. Briefly explain the advantages of
using such a framework.

1
Chapter 2--Traditional and Contemporary Issues and Challenges
Key
1. Theory is abstract and of no practical use in today's environment.
FALSE
2. Theory and history are important only to top managers today.
FALSE
3. History is simply a conceptual framework for organizing knowledge and providing a blueprint for
action.
FALSE
4. Understanding the historical context of management provides a sense of heritage and can help
managers avoid the mistakes of others.
TRUE
5. Classical management consists of two distinct branches: behavioral management and human resource
movement.
FALSE
6. Companies (such as Coca-Cola, Ford, and GE) maintain significant libraries on their corporate
histories that show a sense of heritage and pride.
TRUE
7. Iron Mountain's use of time and motion studies to improve its workers' output is an example of the
use of management techniques derived from behavioral management.
FALSE
8. Scientific management is conceptual and easily adapted to top-level management.
FALSE
9. Administrative management focuses on the jobs of individual office assistants.
FALSE

2
10. Janice is very concerned with worker morale, and she frequently surveys employees to determine
their level of job satisfaction. She feels that people really want to work, to take more responsibility,
and to make a contribution. Her approach reflects application of Theory Y.
TRUE
11. According to Barnard's theory about managerial authority, managers ultimately get their authority
from the title for their position.
FALSE
12. The Hawthorne studies showed that piece-rate pay was an effective way of increasing work output.
FALSE
13. The fundamental premise of administrative management is that the social aspects of the workplace
are more important to increasing worker productivity than economic incentives.
FALSE
14. According to McGregor, Theory Y managers engage in optimistic managerial thinking.
TRUE
15. When compared to management science, operations management is focused more on applications.
TRUE
16. Scientific management focuses specifically on the development of scientific models.
FALSE
17. In its current stage of development, quantitative management is able to accurately model even such
complex processes as human behavior.
FALSE
18. A closed system actively interacts with its environment.
FALSE
19. Open systems thinking tends to develop synergy in organizations.
TRUE
20. Google bought Motorola in the belief that the two companies would enhance each other's
performance. Google apparently expected some entropy from the purchase.
FALSE

3
21. The approaches to management that try to find the one best way to solve a management problem are
called contingency approaches.
FALSE
22. According to contingency theory, management is more art than science.
TRUE
23. Enhancing quality lowers costs.
TRUE
24. To succeed, managers must monitor their environment and change to keep pace with it.
TRUE
25. Improving quality tends to decrease productivity.
FALSE
26. Transportation is an example of a service industry.
TRUE
27. Which of the following statements relative to the theory and practice of management is TRUE?
A. Academic theories have little application in business because they are not grounded in reality.
B. The value of theory is that it provides a systematic framework for management activities.
C. Theory is, by definition, very abstract and quite difficult to understand.
D. Managers never develop their own theories of how to run an organization.
E. Management theories tend to be mutually exclusive.
28. Which of the following statements most correctly describes the early practice of management?
A. The practice of management dates back about 100 years.
B. Early economists were concerned with managerial efficiency and effectiveness.
C. By 1900, most organizations were large.
D. Survival was not an issue in most organizations before 1900.
E. The scientific study of management as a field of inquiry dates back to the nineteenth century.
29. Which of the following historical books did not influence management?
A. The Second World War
B. Iliad
C. The Prince
D. Republic
E. Pride and Prejudice

5
35. At Toyota, each task that operating employees and machines perform is carefully studied to promote
maximum productivity. In some cases, tasks are studied using time and motion studies to standardize
work methods. What management approach is Toyota using?
A. Human relations management
36. One of the most common complaints that visitors to emergency rooms have is the long wait, yet they
see staff sitting, doing nothing. Which of the following management approaches can hospitals use to
focus on improving efficiency?
A. The classical perspective
37. Rolf is in the business of making crowns, bridges, and dentures that dentists use to repair teeth. It is a
highly competitive business, and Rolf has decided that to improve his business he needs to improve
the efficiency with which he produces the dental work. Which of the following management
approaches would be of most help to Rolf in pursuing this goal?
38. Plummer Construction has three employees. Bob the owner does design, ordering, and customer
interface. Paul and Bobby do demolition and construction with Paul specializing in the detailed trim
work and Bobby responsible for clean up. With which of the following management approaches do
their actions most agree?

6
39. Who among the following was NOT associated with scientific management?
A. Mary Parker Follett
B. Lillian Gilbreth
C. Henry Gantt
D. Frederick Taylor
E. Harrington Emerson
40. A manager who wants to use the principles of scientific management will
A. emphasize time and motion studies.
B. need a deep understanding of worker needs and feelings.
C. not be required to closely supervise his or her subordinates.
D. never actually increase worker productivity.
E. not have to carefully select and train his or her employees.
41. Life guards at Water Works pool also teach swim lessons. If they need to miss a lesson they do not
get paid, instead the substitute instructor gets the money. This is a form of
A. increased efficiency.
B. a piecework pay system.
C. soldiering.
D. Theory X.
E. Theory Y.
42. The use of a Gantt chart to schedule workers' duties, breaks, and lunches at a day-care center is an
application of one of the principles associated with
A. the classical perspective.
B. scientific management.
D. the contingency theory.
43. Which of the following is NOT a technique Frederick Taylor used to enhance worker productivity?
A. Study and time each element of the job.
B. Design the most efficient way of doing each part of a job.
C. Place both workers and managers on salary to reduce friction.
D. Supervise workers and managers to make sure they follow procedures and rest only when told to.
E. Allow managers to plan the work to be done.

7
44. The plant manager for an electronics manufacturer is often heard saying that the way to motivate
workers is to provide them with attractive wage and benefit packages. What school of thought does
his view reflect?
A. Quantitative
B. Behavioral
C. Classical
D. Contingency
E. Systems
45. Chester Barnard, former president of New Jersey Bell Telephone Company, made notable
contributions to management regarding
A. individual job efficiency.
B. legitimate authority.
C. management processes.
D. dynamic organizations.
E. individual rights and liberties.
46. Paul and Bobby want to start a construction company. After being in business a few months, Paul and
Bob guess that the most efficient way to demolition walls is for Paul to break them up and tear them
off and for Bobby to haul away the debris. Which of the following management theorists would be
most helpful to these entrepreneurs?
A. Henry Gantt
B. Frederick Taylor
C. Frank Gilbreth
D. Harrington Emerson
E. Max Weber
47. Henri Fayol, a French industrialist, was the first to identify all EXCEPT which of the following
managerial functions?
A. Planning
B. Organizing
C. Leading
D. Supporting
E. Controlling
48. Which of these management pioneers developed a chart for scheduling work over a span of time?
A. Lillian Gilbreth
B. Frederick Taylor
C. Harrington Emerson
D. Henry Gantt
E. Max Weber

8
49. A Gantt chart is a
A. listing of the steps required to complete a job.
B. method for developing employee wage systems.
C. device used in doing time and motion studies.
D. checklist used in equipment maintenance.
E. means of scheduling individual work or whole projects.
50. focuses on the management of the entire firm as opposed to the jobs of individual workers.
B. The contingency theory
51. All of the following were primary contributors to administrative management EXCEPT
A. Max Weber.
B. Henri Fayol.
C. Lyndall Urwick.
D. Hugo Munsterberg.
E. Chester Barnard.
52. Contributions of the classical perspective include all of the following EXCEPT
A. laid the foundation for later developments in management theory.
B. appropriate for dynamic organizations.
C. identified important management processes and functions.
D. identified important management skills.
E. focused attention on management as a valid subject of scientific inquiry.
53. Limitations of the classical perspective include all of the following EXCEPT
A. more appropriate for stable organizations.
B. more appropriate for simple organizations.
C. more appropriate for dynamic organizations.
D. often prescribed universal procedures that are not appropriate in some settings.
E. even though some writers were concerned with the human element, many viewed employees as
tools rather than resources.
54. Contemporary organization theory has its roots in
A. Weber's work on bureaucracy.
B. Fayol's 14 principles of management.
C. Barnard's work on acceptance of authority.
D. Taylor's work on job design.
E. Gilbreth's work in time and motion studies.

9
55. Barnard's theory on the acceptance of managerial authority states that
A. supervisors have inherent authority.
B. supervisors have charismatic authority.
C. if subordinates view a supervisor's directive as appropriate to organizational goals, they will
accept his or her authority.
D. so long as subordinates are able to comply with a supervisor's directives, they will accept his or
her authority.
E. supervisors have no authority unless subordinates are willing to grant it to them.
56. A law firm actually billed the mother of an employee who died almost $20,000 for work that was
required to settle the son's pending cases. The organization considers itself to be more important than
the individual. This example deals with one of the drawbacks to the use of the perspective of
management.
A. human resource
B. behavioral
C. classical
D. contingency
E. industrial psychology
57. Which of the following statements about the classical perspective of management is FALSE?
A. The classical perspective of management laid the foundation for later management theory
developments.
B. The classical perspective of management identified the key management processes.
C. The classical perspective of management prescribed action unique to each situation.
D. The classical perspective of management focused attention on management as a viable topic of
scientific inquiry.
E. The classical perspective of management identified important management functions and skills.
58. Industrial psychology is the practice of applying
A. psychology in the industrial revolution.
B. psychology to worker motivation and selection.
C. efficiency measures to psychological output.
D. statistical measures to psychological output.
E. industrial advancements to medical research.
59. Elton Mayo conducted experiments at Western Electric's Hawthorne plant from 1927-1932. He
discovered that
A. piece rate pay improved production.
B. unions limit employee initiative.
C. rate busters don't make their quota.
D. social pressure was more important than financial incentive.
E. chiselers assisted low producers.

10
60. Which of the following statements characterizes the thinking that emerged from the Hawthorne
studies?
A. If jobs are properly designed and proper incentives provided, predictable results will follow.
B. Workers will perform their jobs as they are told to and will maximize their output so as to increase
their pay.
C. Concern for the worker will lead to greater worker satisfaction, which will then lead to increased
output.
D. Workers generally dislike work and need to be closely supervised to ensure adequate productivity.
E. People are motivated primarily by money.
61. Which of the following statements about the Hawthorne studies is FALSE?
A. The Hawthorne studies initiated work in the human relations movement.
B. The Hawthorne studies indicated the need to consider the social aspects of the organization.
C. The Hawthorne studies showed that group norms exert a powerful influence on the members of a
group.
D. The Hawthorne studies confirmed that incentive pay plans are an effective means of increasing
production.
E. The Hawthorne studies found that money cannot be used as a motivator for workers.
62. All of the following were primary contributors to the behavioral management perspective EXCEPT
A. Hugo Munsterberg
B. Abraham Maslow
C. Elton Mayo
D. Henri Fayol
E. Douglas McGregor
63. Which of the following statements BEST describes the human relations view of management?
A. U.S. productivity exceeds that of any other country.
B. Highly paid workers will be more productive.
C. Groups are NOT as productive as the same number of individuals working independently.
D. Happy workers are productive workers.
E. Minorities and women are equally productive to white males.
64. When Pregna was a student she liked school, worked hard, and experienced success. As a high school
teacher she assumed her students would feel the same way. A student observed that Pregna acted like
a Theory Y manager. That would mean that Pregna
A. believes that people do not like to work.
B. is constantly directing a student that wants to avoid taking responsibility.
C. will often threaten her students to get them to work toward school goals.
D. believes that people naturally like work.
E. all of these choices depending on the situation.

11
65. Howard Weaver manages MacLean Insurance Agency. An employee observed that Weaver acted like
a Theory X manager. That would mean that Weaver believes
A. that people prefer to be directed.
B. in the contingency approach to management.
C. in the importance of TQM.
D. that people are committed to goals.
E. that people naturally seek out work.
66. Nipurna is a high school guidance counselor. Nipurna is well liked by the staff and students whom
she supervises. She recognizes that they have excellent problem-solving skills and are committed to
excellence. She lets the people she supervises assume as much responsibility as they are capable of
handling. It would appear that she
A. takes a Theory Z approach to management.
B. uses ideas from scientific management.
C. believes in McGregor's approach to managing people.
D. uses the qualitative perspective of management.
E. is applying principles from management science.
67. Theory X managers believe workers are
A. happy.
B. lucky.
C. lazy.
D. needy.
E. committed.
68. Topics in the field of organizational behavior include all EXCEPT which of the following?
A. Job satisfaction
B. Stress
C. Leadership
D. Organizational politics
E. Operations
69. Dr. White is one of two emergency room physicians in charge of the staff. As a supervisor, she
believes that her subordinates are valuable resources and focuses her attention on the interpersonal
processes such as group dynamics that occur in the emergency room. Her views are consistent with
the management perspective.
A. quantitative
B. behavioral
C. classical
D. contingency
E. systems

12
70. Contributions of the behavioral management perspective include all of the following EXCEPT
A. challenged the view that employees are tools
B. furthered the belief that employees are valuable resources.
C. provided important insights into motivation and group dynamics.
D. focused managerial attention on motivation and group dynamic processes.
E. challenged the complexity of individual behavior and made predictions of that behavior.
71. When a manufacturing plant uses mathematical models to plan production schedules and to schedule
equipment maintenance, it is drawing on
D. TQM.
E. the contingency approach.
72. The Army uses aircraft simulators to train helicopter pilots, which decreases fuel consumption,
helicopter maintenance, storage requirement, and air traffic control congestion. It also improves
safety. This is an example of
C. operations management.
D. behavior perspective.
E. classical perspective.
73. Operations management is concerned with
A. the application of various processes and systems used by an organization.
B. systems created to store and provide information for managerial decision making.
C. the scientific analysis of the work elements of a job.
D. the development of mathematical and statistical tools and techniques for managerial decision
making.
74. management techniques do not account for individual behaviors and attitudes.
A. Scientific
B. Administrative
C. Systems
D. Human relations
E. Quantitative

13
75. Which school of management thought would be most useful to a restaurant with pizza delivery that
wanted to determine the most efficient routes for each of its drivers to follow?
A. Organizational behavior
D. Management science
E. Systems management
76. What are the two branches of quantitative management?
A. Scientific management and administrative management
B. Theory X and Theory Y
C. Contingency theory and systems theory
D. Human relations and organizational behavior
E. Management science and operations management
77. The Blue Rooster is a bakery. It sells 12 flavors of bread, made fresh daily. Some doughs require time
to rise. If they are handled too soon or too late the texture and flavor is ruined. The importance of
scheduling indicates that The Blue Rooster should adopt the perspective.
A. organizational behavior
B. scientific management
C. administrative management
D. management science
E. systems management
78. Which two managerial functions utilize quantitative management the most?
A. Controlling and organizing
B. Planning and organizing
C. Organizing and leading
D. Controlling and planning
E. Leading and controlling
79. Limitations of the quantitative management perspective include all of the following EXCEPT
A. difficult to apply.
B. cannot fully explain or predict the behavior of people in organizations.
C. mathematical sophistication may come at the expense of other important skills.
D. models may require unrealistic assumptions.
E. models may require unfounded assumptions.

14
80. Which of the following statements describes the inherent strength in the quantitative management
theory?
A. The quantitative management theory provides numerous decision-making tools and techniques.
B. The quantitative management theory has realistic assumptions that permit close approximations of
organizational processes.
C. The quantitative management theory has allowed accurate modeling of individual behaviors and
attitudes.
D. The quantitative management theory enhances development of other management skills.
81. help managers integrate and enlarge their understanding of the three principal schools of
management thought.
A. Administrative management and scientific management
B. Systems theory and contingency theory
C. The human relations movement and organizational behavior
D. Management science and operations management
E. Scientific management and bureaucratic management
82. Which of the following is NOT an output?
A. Profit
B. Service
C. Product
D. Complaint form
E. Information
83. According to the systems perspective of management, which of the following is NOT an example of
a transformation process for an organization?
A. Employee behavior
B. Control systems
C. Administrative systems
D. Technology
E. Operating systems
84. After ordering from Amazon, customers are asked to review the product and the seller. This is an
example of which part of the system?
A. Inputs
B. Outputs
C. Feedback
D. Transformation processes
E. Material

15
85. A system that actively interacts with its environment is best described as a(n)
A. subsystem.
B. closed system.
C. transformation system.
D. management information system.
E. open system.
86. Multiplex Cinemas is a theater with 14 viewing rooms. It employs 50 people. Using the systems
theory, it would be classified as
A. an entropic system.
B. a subsystem.
C. either a system or a subsystem depending on the frame of reference.
D. either an open or a closed system depending on the frame of reference.
E. a closed system.
87. A new animated children's show does not even get presented to executives unless the merchandising
is lined up. The executives are looking for a(n)
A. open system.
B. closed system.
C. subsystem.
D. synergy.
E. entropy.
88. The stresses the importance of environmental influences on the organization.
A. quantitative management theory
B. open system concept
C. behavioral management theory
D. human relations movement
E. concept of synergy
89. The appropriate management behavior that depends on the unique situation is a perspective.
A. classical
B. universal
C. behavioral
D. quantitative
E. contingency

16
90. The Taliban seek to isolate women and control every aspect of their lives. The Taliban try to create
that do not interact with the external environment.
A. subsystems
B. closed systems
C. transformation systems
D. resource-independent systems
E. open systems
91. Harley-Davidson puts its brand on everything from motorcycles to toys and clothes. It is benefiting
from
A. equifinality.
B. synergy.
C. entropy.
D. a closed system.
E. subsystem interdependence.
92. TransAmerica Business is a consulting firm. When hired for a job, the company has financial
auditors, tax experts, management consultants, computer experts, and legal staffers who can work
together to solve whatever problems face the hiring firm. This team approach to problem solving is
an example of at work.
A. equifinality
B. synergy
C. entropy
D. a closed system
E. subsystem interdependence
93. The broader the solutions, the greater the creativity and possibility for innovation. This is a benefit of
which perspective?
A. Classical
B. Universal
C. Quantitative
D. Contingency
E. Behavioral
94. The United States Postal Service has been losing money for years. Social media have created many
alternatives for communication. The Postal Service's decline is an example of
A. closed system inversion.
B. open system thinking.
C. synergy.
D. subsystem failure.
E. entropy.

17
95. Fortis Healthcare Ltd. bought 10 private hospitals in India from Wockhardt Hospitals Ltd. The
purchase expands Fortis' operations in India. What was Fortis hoping to gain by the interaction of
these new businesses and its existing business?
A. Synergy
B. Closed system inversion
C. Entropy
D. Subsystem enhancement
E. Open system conversion
96. When one firm buys out another because it is thought that the two firms will complement each other
in such a way that the output of the combined firms will be greater than the sum of the current
individual outputs of the two companies, the managers are counting on
A. synergy.
B. closed system inversion.
C. entropy.
D. subsystem enhancement.
97. Newspaper circulation had been declining for years. TLC cable station aired the show Extreme
Couponing that shows cutting coupons from newspaper advertisements. Suddenly demand for
newspapers changed course. Newspapers are benefiting from the created by retailers putting
coupons in the advertisements.
A. synergy
B. closed system inversion
C. entropy
D. subsystem enhancement
98. Edward Bingaman was overheard telling one of his friends, "You always think there is one way to
solve a problem. It just doesn't work that way. You have to use your head and try different
approaches under different circumstances." What management theory is Bingaman advocating?
A. Systems theory
B. Organizational behavior
D. Quantitative management
E. Contingency theory

18
99. The theory based on the idea that the best managerial actions in a given situation depend on the
elements of that situation is known as
A. the equifinality theory.
B. Theory X and Y.
C. the contingency approach.
D. the systems theory.
E. quantitative management.
100. Staff Sergeant Tyra Bradford is a platoon sergeant. She uses whatever style of management seems to
fit the situation. Her management style fits which theory of management?
B. TQM
D. Theory X and Y
101. Dr. White uses whatever style of management seems to best fit the needs of the individual employees.
She was autocratic and rigid with a doctor who had a drug problem. During the same period, she was
compassionate with a nurse who was a single parent with infant twins and bent the rules so she could
have time to sort out her life. Her management style conforms to which theory of management?
B. TQM
D. Theory X and Y
102. Abercrombie and Fitch is expanding its international operations. It needs to consider all of the
following challenges EXCEPT
A. property ownership rights.
B. infrastructure.
C. government regulation.
D. cultural differences.
E. stagnant work environment.
103. The of businesses has increased diversity in many organizations.
A. globalization
B. emphasis on quality
C. service-orientation
D. technological-orientation
E. critical mass

Random documents with unrelated
content Scribd suggests to you:

The Project Gutenberg eBook of
Blood and Sand

This ebook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it away
or re-use it under the terms of the Project Gutenberg License
included with this ebook or online at www.gutenberg.org. If you
are not located in the United States, you will have to check the
laws of the country where you are located before using this
eBook.
Title: Blood and Sand
Author: Vicente Blasco Ibáñez
Translator: Mrs. W. A. Gillespie
Release date: February 22, 2017 [eBook #54222]
Most recently updated: October 23, 2024
Language: English
Credits: E-text prepared by David Garcia, Larry B. Harrison,
Martin Pettit, and the Online Distributed Proofreading
Team (http://www.pgdp.net) from page images
generously made available by Internet Archive
(https://archive.org)
*** START OF THE PROJECT GUTENBERG EBOOK BLOOD AND
SAND ***

The Project Gutenberg eBook, Blood and Sand, by Vincente Blasco
Ibáñez
Note: Images of the original pages are available through Internet
Archive. See https://archive.org/details/bloodsandnovel00blas
BLOOD AND SAND
BLOOD AND SAND
A Novel
BY
VICENTE BLASCO IBÁÑEZ

TRANSLATED FROM THE SPANISH
BY
Mrs. W. A. GILLESPIE
GROSSET & DUNLAP
Publishers New York
By arrangement with E. P. Dutton & Co., Inc
Copyright, 1919, 1922,
By E. P. DUTTON & COMPANY
——
All Rights Reserved
——
Printed in the United States of America

BLASCO IBÁÑEZ AND "SANGRE Y
ARENA"
One of the secrets of the immense power exercised by the novels of
Vicente Blasco Ibáñez is that they are literary projections of his
dynamic personality. Not only the style, but the book, is here the
man. This is especially true of those of his works in which the thesis
element predominates, and in which the famous author of The Four
Horsemen of the Apocalypse appears as a novelist of ideas-in-action.
It is, of course, possible to divide his works into the "manners" or
"periods" so dear to the literary cataloguers, and it may thus be
indicated that there are such fairly distinct genres as the regional
novel, the sociological tale and the psychological study; a convenient
classification of this sort would place among the regional novels such
masterpieces as La Barraca and Cañas y Barro,—among the novels
of purpose such powerful writings as La Catedral, La Bodega and
Sangre y Arena,—among the psychological studies the introspective
La Maja Desnuda. The war novels, including The Four Horsemen and
the epic Mare Nostrum, would seem to form another group. Such
non-literary diversions as grouping and regrouping, however, had
perhaps best be left to those who relish the task. It is for the
present more important to note that the passionate flame of a
deeply human purpose welds the man's literary labors into a larger
unity. His pen, as his person, has been given over to humanity. He is
as fearless in his denunciation of evil as he is powerful in his
description of it; he has lived his ideas as well as fashioned them
into enduring documents; he reveals not only a new Spain, but a
new world.
While Blasco Ibáñez does not desire to be known as regional novelist
—nor does a complete view of his numerous works justify such a
narrow description—he has nevertheless in his earlier books made

such effective and artistic use of regional backgrounds that some
critics have found this part of his production best. Speaking from the
standpoint of durable literary art, I am inclined to such a view. Yet is
there less humanitarian impulse in The Four Horsemen than in these
earlier masterpieces? Whether Blasco Ibáñez's background is a
corner in Valencia, a spot on the island of Majorca, a battlefield in
France, or Our Sea the Mediterranean,—the cradle of civilization,—
his real stage is the human heart and his real actor, man.
Upon his election to the Cortes,—Spain's national parliamentary
assembly,—Blasco Ibáñez naturally turned, in his novels, to a
consideration of political and social themes. Beginning with La
Catedral (The Shadow of the Cathedral), one of the most powerful
modern documents of its kind, he took up in successive novels the
treatment of such vital subjects as the relation of Church to State,
the degrading and backward influence of drunkenness, the problem
of the Jesuits, the brutality and psychology of the bull-fight. In all of
these works the writer is characterized by fearlessness, passion and
even vehemence; yet his ardor is not so strong as to lead him into
conscious unfairness. A fiery advocate of the lowly, he yet can cast
their shortcomings into their teeth; they, in their ignorance, are
accomplices in their own degradation, partners in the crimes that
oppress them. They slay the leaders whom they misunderstand;
they are slow to organize for the purpose of bursting their shackles.
This appears in La Barraca (one of the so-called regional novels) no
less than in La Catedral, La Bodega and other books of the more
purely sociological series. In varying degree, applied to a nation
rather than to a class, this fearless attitude is evident in Los Cuatros
Jinetes del Apocalipsis and Mare Nostrum, in which is assailed the
neutrality of Spain during the late and unlamented conflict. This
unflinching determination to see the truth and state it is also
discernible in a most personal manner; the sad inability of such
noble spirits as Gabriel Luna (La Catedral) or Fernando Salvatierra
(La Bodega) to solace themselves with a belief in future life is
perhaps an exteriorization of the author's own views, even as these
revolutionary spirits are, in part, embodiments of himself.

In the bulk of the noted Spaniard's books there is waged, on both a
large scale and a small, the ceaseless, implacable struggle of the
new against the old. This eternal battle early formed an appreciable
part of even the writer's short fiction. His old seamen look with scorn
upon the steam-vessels that replace their beloved barks; his vintners
regret the passing of the good old days when sherry sold high and
had not yet been ousted from the market by cheap, new-fangled
concoctions; his toilers begin to rebel against ecclesiastical authority;
some of his heroes are even capable of falling in love with Jewesses
or with women below their station (Luna Benamor, Los Muertos
Mandan); everywhere is the fermentation of transition. His
protagonists,—red-blooded, vigorous, determined,—usually fail at
the end, but if there are victories that spell failure, so are there
failures that spell victory. It is the clash of these ancient and modern
forces that strikes the spark which ignites the author's passion. He is
with the new and of it, yet rises above blind partisanship. His
dominant figures, chiefly men, are representative of the Spain of to-
morrow; not that mañana which has so long (and often unjustly)
been a standing reproach to Iberian procrastination, but a to-
morrow of rebirth, of rededication to lofty ideals and glowing
realities.
In Sangre y Arena (Blood and Sand, written in 1908) Blasco Ibáñez
attacks the Spanish national sport. With characteristic thoroughness,
approaching his subject from the psychological, the historical, the
national, the humane, the dramatic and narrative standpoint, he
evolves another of his notable documents, worthy of a place among
the great tracts of literary history.
His process, like his plot, is simple; whether attacking the Church or
the evils of drink, or the bloodlust of the bull ring, his methods are
usually the same. He provides a protagonist who shall serve as the
vehicle or symbol of his ideas, surrounding him with minor
personages intended to serve as a foil or as a prop. He fills in the
background with all the wealth of descriptive and coloring powers at
his command—and these powers are as highly developed in Ibáñez,

I believe, as in any living writer. The beauty of Blasco Ibáñez's
descriptions—a beauty by no means confined to the pictures he
summons to the mind—is that, at their best, they rise to
interpretation. He not only brings before the eye a vivid image, but
communicates to the spirit an intellectual reaction. Here he is the
master who penetrates beyond the exterior into the inner
significance; the reader is carried into the swirl of the action itself,
for the magic of the author's pen imparts a sense of palpitant
actuality; you are yourself a soldier at the Marne, you fairly drown
with Ulises in his beloved Mediterranean, you defend the besieged
city of Saguntum, you pant with the swordsman in the bloody arena.
This gift of imparting actuality to his scenes is but another evidence
of the Spaniard's dynamic personality; he lives his actions so
thoroughly that we live them with him; his gift of second sight gives
us to see beyond amphitheatres of blood and sand into national
character, beyond a village struggle into the vexed problem of land,
labor and property. Against this type of background develops the
characteristic Ibáñez plot, by no means lacking intimate interest, yet
beginning somewhat slowly and gathering the irresistible momentum
of a powerful body.
Juan Gallardo, the hero of Blood and Sand, has from earliest
childhood exhibited a natural aptitude for the bull ring. He is aided in
his career by interested parties, and soon jumps to the forefront of
his idolized profession, without having to thread his way arduously
up the steep ascent of the bull fighters' hierarchy. Fame and fortune
come to him, and he is able to gratify the desires of his early days,
as if the mirage of hunger and desire had suddenly been converted
into dazzling reality. He lavishes largess upon his mother and his
childless wife, and there comes, too, a love out of wedlock.
But neither his powers nor his fame can last forever. The life of even
Juan Gallardo is taken into his hands every time he steps into the
ring to face the wild bulls; at first comes a minor accident, then a
loss of prestige, and at last the fatal day upon which he is carried
out of the arena, dead. He dies a victim of his own glory, a sacrifice

upon the altar of national blood-lust. That Doña Sol who lures him
from his wife and home is, in her capricious, fascinating, baffling
way, almost a symbol of the fickle bull-fight audience, now hymning
the praises of a favorite, now sneering him off the scene of his
former triumphs.
The tale is more than a colorful, absorbing story of love and
struggle. It is a stinging indictment brought against the author's
countrymen, thrown in their faces with dauntless acrimony. He
shows us the glory of the arena,—the movement, the color, the
mastery of the skilled performers,—and he reveals, too, the
sickening other side. In successive pictures he mirrors the thousands
that flock to the bull fights, reaching a tremendous climax in the
closing words of the tale. The popular hero has just been gored to
death, but the crowd, knowing that the spectacle is less than half
over, sets up yells for the continuance of the performance. In the
bellowing of the mob Blasco Ibáñez divines the howl of the real and
only animals. Not the sacrificial bulls, but the howling, bloodthirsty
assembly is the genuine beast!
The volume is rich in significant detail, both as regards the master's
peculiar powers and his views as expressed in other words. Once
again we meet the author's determination to be just to all
concerned. Through Dr. Ruiz, for example, a medical enthusiast over
tauromachy, we receive what amounts to a lecture upon the
evolution of the brutal sport. He looks upon bull-fighting as the
historical substitute for the Inquisition, which was in itself a great
national festival. He is ready to admit, too, that the bull fight is a
barbarous institution, but calls to your attention that it is by no
means the only one in the world. In the turning of the people to
violent, savage forms of amusement he beholds a universal ailment.
And when Dr. Ruiz expresses his disgust at seeing foreigners turn
eyes of contempt upon Spain because of the bull-fight, he no doubt
speaks for Blasco Ibáñez. The enthusiastic physician points out that
horse-racing is more cruel than bull-fighting, and kills many more
men; that the spectacle of fox-hunting with trained dogs is hardly a

sight for civilized onlookers; that there is more than one modern
game out of which the participants emerge with broken legs,
fractured skulls, flattened noses and what not; and how about the
duel, often fought with only an unhealthy desire for publicity as the
genuine cause?
Thus, through the Doctor, the Spaniard states the other side of the
case, saying, in effect, to the foreign reader, "Yes, I am upbraiding
my countrymen for the national vice that they are pleased to call a
sport. That is my right as a Spaniard who loves his country and as a
human being who loves his race. But do not forget that you have
institutions little less barbarous, and before you grow too excited in
your desire to remove the mote from our eye, see to it that you
remove your own, for it is there."
Juan Gallardo is not one of the impossible heroes that crowd the
pages of fiction; to me he is a more successful portrait than, for
example, Gabriel Luna of The Shadow of the Cathedral. There is a
certain rigidity in Luna's make-up, due perhaps to his unbending
certainty in matters of belief,—or to be exact, matters of unbelief.
This is felt even in his moments of love, although that may be
accounted for by the vicissitudes of his wandering existence and the
illness with which it has left him. Gallardo is somehow more human;
he is not a matinée hero; he knows what it is to quake with fear
before he enters the ring; he comes to a realization of what his
position has cost him; he impresses us not only as a powerful type,
but as a flesh and blood creature. And his end, like that of so many
of the author's protagonists, comes about much in the nature of a
retribution. He dies at the hands of the thing he loves, on the stage
of his triumphs. And while I am on the subject of the hero's death,
let me suggest that Blasco Ibáñez's numerous death scenes often
attain a rare height of artistry and poetry,—for, strange as it may
seem to some, there is a poet hidden in the noted Spaniard, a poet
of vast conception, of deep communion with the interplay of Nature
and her creatures, of vision that becomes symbolic. Recall the death
of the Centaur Madariaga in The Four Horsemen of the Apocalypse,

dashing upon his beloved steed, like a Mazeppa of the South
American plains, straight into eternity; read the remarkable passages
portraying the deaths of Triton and Ulises in Mare Nostrum; consider
the deeply underlying connotation of Gabriel Luna's fate. These are
not mere dyings; they are apotheoses.
Doña Sol belongs to the author's siren types; she is an early sister of
Freya, the German spy who leads to the undoing of Ulises in Mare
Nostrum. She is one of the many proofs that Blasco Ibáñez, in his
portrayals of the worldly woman, seizes upon typical rather than
individual traits; she puzzles the reader quite as much as she
confuses her passionate lover. And she is no more loyal to him than
is the worshipping crowd that at last, in her presence, dethrones its
former idol.
Among the secondary characters, as interesting as any, is the friend
of Juan who is nicknamed Nacional, because of his radical political
notions. Nacional does not drink wine; to him wine was responsible
for the failure of the laboring-class, a point of view which the author
had already enunciated three years earlier in La Bodega; similar to
the rôle played by drink is that of illiteracy, and here, too, Nacional
feels the terrible burdens imposed upon the common people by lack
of education. Indicative of the author's sympathies is also his
strange bandit Plumitas, a sort of Robin Hood who robs from the rich
and succors the poor. The humorous figure of the bull-fighter's
brother-in-law suggests the horde of sycophants that always
manage to attach themselves to a noted—and generous—public
personage.
The dominant impression that the book leaves upon me is one of
power,—crushing, implacable power. The author's paragraphs and
chapters often seem hewn out of rock and solidly massed one upon
the other in the rearing of an impregnable structure. And just as
these chapters are massed into a temple of passionate protest, so
the entire works of Blasco Ibáñez attain an architectural unity in
which not the least of the elements are a flaming nobility of purpose
and a powerful directness of aim.

Once upon a time, and it was not so very long ago, it was the
fashion in certain quarters to regard Blasco Ibáñez as impossible and
utopian. The trend of world events has greatly modified the
meanings of some of our words and has given us a deeper insight
into hitherto neglected aspects of foreign and domestic life. Things
have been happening lately in Spain (as well as elsewhere, indeed!)
that reveal our author in somewhat the light of a prophet. Or is it
merely that he is closer to the heart of his nation and describes what
he sees rather than draws a veil of words before unpleasant
situations? Ultimately these situations must be met. The Spain of to-
morrow will be found to have moved more in the direction of Blasco
Ibáñez than in that of his detractors.
The renowned novelist is but fifty-two, energetic, prolific,
voluminous; besides more than a score of novels thus far to his
credit he has written several books of travel, a history of the world
war, has travelled in both hemispheres and made countless volumes
of translations. He has now a larger audience than has been
vouchsafed any of his fellow novelists, and his future works will be
watched for by readers the world over. That is a rare privilege and
imposes a rare obligation. Blasco Ibáñez has it in him to meet both.
ISAAC GOLDBERG.
Roxbury, Mass.
BLOOD AND SAND

CONTENTS
PAGE
CHAPTER I 3
CHAPTER II 59
CHAPTER III 102
CHAPTER IV 148
CHAPTER V 188
CHAPTER VI 218
CHAPTER VII 247
CHAPTER VIII 282
CHAPTER IX 302
CHAPTER X 333
BLOOD AND SAND

CHAPTER I
Juan Gallardo breakfasted early as was his custom on the days of a
bull-fight. A little roast meat was his only dish. Wine he did not
touch, and the bottle remained unopened before him. He had to
keep himself steady. He drank two cups of strong black coffee and
then, lighting an enormous cigar, sat with his elbows resting on the
table and his chin on his hands, watching with drowsy eyes the
customers who, little by little, began to fill the dining-room.
For many years past, ever since he had been given "la alternativa"
[1] in the Bull-ring of Madrid, he had always lodged at that same
hotel in the Calle de Alcala, where the proprietors treated him as one
of the family, and waiters, porters, kitchen scullions, and old
chambermaids all adored him as the glory of the establishment.
There also had he stayed many days, swathed in bandages, in a
dense atmosphere of iodoform and cigar smoke, as the result of two
bad gorings—but these evil memories had not made much
impression. With his Southern superstition and continual exposure to
danger he had come to believe that this hotel was a "Buena
Sombra,"[2] and that whilst staying there no harm would happen to
him. The risks of his profession he had to take, a tear in his clothes
perhaps, or even a gash in his flesh, but nothing to make him fall for
ever, as so many of his comrades had fallen. The recollection of
these tragedies disturbed his happiest hours.
On these days, after his early breakfast, he enjoyed sitting in the
dining-room watching the movements of the travellers, foreigners or
people from distant provinces, who passed him by with uninterested
faces and without a glance, but who turned with curiosity on hearing
from the servants that the handsome young fellow with clean-
shaven face and black eyes, dressed like a gentleman, was Juan

Gallardo, the famous matador,[3] called familiarly by everybody "El
Gallardo."
In this atmosphere of curiosity he whiled away the wearisome wait
until it was time to go to the Plaza. How long the time seemed!
Those hours of uncertainty, in which vague fears rose from the
depths of his soul, making him doubtful of himself, were the most
painful in his profession. He did not care to go out into the street—
he thought of the fatigues of the Corrida and the necessity of
keeping himself fresh and agile. Nor could he amuse himself with
the pleasures of the table, on account of the necessity of eating little
and early, so as to arrive in the Plaza free from the heaviness of
digestion.
He remained at the head of the table, his face resting on his hands,
and a cloud of perfumed smoke before his eyes which he turned
from time to time with a self-satisfied air in the direction of some
ladies who were watching the famous torero[3] with marked
interest.
His vanity as an idol of the populace made him read praises and
flatteries in those glances. They evidently thought him spruce and
elegant, and he, forgetting his anxieties, with the instinct of a man
accustomed to adopt a proud bearing before the public, drew
himself up, dusted the ashes of his cigar from his coat sleeves with a
flick, and adjusted the ring which, set with an enormous brilliant,
covered the whole joint of one finger, and from which flashed a
perfect rainbow of colours as if its depths, clear as a drop of water,
were burning with magic fires.
His eyes travelled complaisantly over his own person, admiring his
well-cut suit, the cap which he usually wore about the hotel now
thrown on a chair close by, the fine gold chain which crossed the
upper part of his waistcoat from pocket to pocket, the pearl in his
cravat, which seemed to light up the swarthy colour of his face with
its milky light, and his Russia leather shoes, which showed between

the instep and the turned-up trouser openwork embroidered silk
socks, like the stockings of a cocotte.
An atmosphere of English scents, sweet and vague, but used in
profusion, emanated from his clothes, and from the black, glossy
waves of hair which he wore curled on his temples, and he assumed
a swaggering air before this feminine curiosity. For a torero he was
not bad. He felt satisfied with his appearance. Where would you find
a man more distinguished or more attractive to women?
But suddenly his preoccupation reappeared, the fire of his eyes was
quenched, his chin again sank on his hand, and he puffed hard at
his cigar.
His gaze lost itself in a cloud of smoke. He thought with impatience
of the twilight hours, longing for them to come as soon as possible,
—of his return from the bull-fight, hot and tired, but with the relief
of danger overcome, his appetites awakened, a wild desire for
pleasure, and the certainty of a few days of safety and rest. If God
still protected him as He had done so many times before, he would
dine with the appetite of his former days of want, he would drink his
fill too, and would then go in search of a girl who was singing in a
music-hall, whom he had seen during one of his journeys, without,
however, having been able to follow up the acquaintance. In this life
of perpetual movement, rushing from one end of the Peninsula to
the other, he never had time for anything.
Several enthusiastic friends who, before going to breakfast in their
own houses, wished to see the "diestro,"[4] had by this time entered
the dining-room. They were old amateurs of the bull-ring, anxious to
form a small coterie and to have an idol. They had made the young
Gallardo "their own matador," giving him sage advice, and recalling
at every turn their old adoration for "Lagartijo" or "Frascuelo."[5]
They spoke to the "espada" as "tu," with patronising familiarity and
he, when he answered them, placed the respectful "don" before
their names, with that traditional separation of classes which exists

between even a torero risen from a social substratum and his
admirers.
These people joined to their enthusiasm their memories of past
times, in order to impress the young diestro with the superiority of
their years and experience. They spoke of the "old Plaza" of Madrid,
where only "true" toreros and "true" bulls were known, and drawing
nearer to the present times, they trembled with excitement as they
remembered the "Negro."[6] That "Negro" was Frascuelo.
If you could only have seen him!... But probably you and those of
your day were still at the breast or were not yet born.
Other enthusiasts kept coming into the dining-room, men of
wretched appearance and hungry faces, obscure reporters of papers
only known to the bull-fighters, whom they honoured with their
praise or censure: people of problematic profession who appeared as
soon as the news of Gallardo's arrival got about, besieging him with
flatteries and requests for tickets. The general enthusiasm permitted
them to mix with the other gentlemen, rich merchants and public
functionaries, who discussed bull-fighting affairs with them hotly
without being troubled by their beggarly appearance.
All of them, on seeing the espada,[7] embraced him or clasped his
hand, to a running accompaniment of questions and exclamations:
"Juanillo!... How is Carmen?"
"Quite well, thank you."
"And your mother? the Señora Angustias?"
"Famous, thanks. She is at La Rincona."
"And your sister and the little nephews?"
"In good health, thanks."
"And that ridiculous fellow, your brother-in-law?"

"Well, also. As great a talker as ever."
"And, a little family? Is there no hope?"
"No—not that much——." And he bit his nails in expressive negation.
He then turned his enquiries on the stranger, of whose life, beyond
his love for bull-fighting, he was completely ignorant.
"And your own family? Are they also quite well?—Come along, I am
glad to meet you. Sit down and have something."
Next he enquired about the looks of the bulls with which he was
going to fight in a few hours' time, because all these friends had just
come from the Plaza, after seeing the separation and boxing of the
animals, and with professional curiosity he asked for news from the
Café Ingles,[8] where many of the amateurs foregathered.
It was the first "Corrida"[9] of the Spring season, and Gallardo's
enthusiastic admirers had great hopes of him as they called to mind
all the articles they had read in the papers, describing his recent
triumphs in other Plazas in Spain. He had more engagements than
any other torero. Since the Corrida of the Feast of the Resurrection,
[10] the first important event in the taurine year. Gallardo had gone
from place to place killing bulls. Later on, when August and
September came round, he would have to spend his nights in the
train and his afternoons in the ring, with scarcely breathing time
between them. His agent in Seville was nearly frantic—overwhelmed
with letters and telegrams, and not knowing how to fit so many
requests for engagements into the exigencies of time.
The evening before this he had fought at Ciudad Real and, still in his
splendid dress, had thrown himself into the train in order to arrive in
Madrid in the morning. He had spent a wakeful night, only sleeping
by snatches, boxed up in the small sitting accommodation that the
other passengers managed, by squeezing themselves together, to
leave for the man who was to risk his life on the following day.

The enthusiasts admired his physical endurance and the daring
courage with which he threw himself on the bull at the moment of
killing it. "Let us see what you can do this afternoon," they said with
the fervour of zealots, "the fraternity[11] expects great things from
you. You will lower the Mona[12] of many of our rivals. Let us see
you as dashing here as you were in Seville!"
His admirers dispersed to their breakfasts at home in order to go
early to the Corrida. Gallardo, finding himself alone, was making his
way up to his room, impelled by the nervous restlessness which
overpowered him, when a man holding two children by the hand,
pushed open the glass doors of the dining-room, regardless of the
servant's enquiries as to his business. He smiled seraphically when
he saw the torero and advanced, with his eyes fixed on him,
dragging the children along and scarcely noticing where he placed
his feet. Gallardo recognised him, "How are you, Comparé?"
Then began all the usual questions as to the welfare of the family,
after which the man turned to his children saying solemnly:
"Here he is. You are always asking to see him. He's exactly like his
portraits, isn't he?"
The two mites stared religiously at the hero whose portraits they had
so often seen on the prints which adorned the walls of their poor
little home, a supernatural being whose exploits and wealth had
been their chief admiration ever since they had begun to understand
mundane matters.
"Juanillo, kiss your Godfather's hand," and the younger of the two
rubbed a red cheek against the torero's hand, a cheek newly
polished by his mother in view of this visit.
Gallardo caressed his head abstractedly. This was one of the
numerous godchildren he had about Spain. Enthusiasts forced him to
stand godfather to their children, thinking in this way to secure their
future, and to have to appear at baptisms was one of the penalties
of his fame. This, particular godson reminded him of bad times at

the beginning of his career, and he felt grateful to the father for the
confidence he had placed in him at a time when others were still
doubtful of his merits.
"And how about your business, Comparé?" enquired Gallardo, "Is it
going on better?"
The aficionado[13] shrugged his shoulders. He was getting a
livelihood, thanks to his dealings in the barley market—just getting a
livelihood, nothing more.
Gallardo looked compassionately at his threadbare Sunday-best
clothes.
"Would you like to see the Corrida, Comparé? Well go up to my room
and tell Garabato[14] to give you a ticket.—— Good-bye, my dear
fellow. Here's a trifle to buy yourselves some little thing," and while
the little godson again kissed his right hand, with his other hand the
matador gave each child a couple of duros.
The father dragged away his offspring with many grateful excuses,
though he did not succeed in making clear, in his very confused
thanks, whether his delight was for the present to the children, or
for the ticket for the bull-fight which the diestro's servant would give
him.
Gallardo waited for some time so as not to meet his admirer and the
children in his room. Then he looked at his watch. Only one o'clock!
What a long time it still was till the bull-fight!
As he came out of the dining-room and turned towards the stairs, a
woman wrapped in an old cloak came out of the hall-porter's office,
barring his way with determined familiarity, quite regardless of the
servants' expostulations.
"Juaniyo! Juan! Don't you know me? I am 'la Caracolá,[15] the
Señora Dolores, mother of poor Lechuguero."[16]

Gallardo smiled at this little dark wizened woman, verbose and
vehement, with eyes burning like live coals,—the eyes of a witch. At
the same time, knowing what would be the outcome of her
volubility, he raised his hand to his waistcoat pocket.
"Misery, my son! Poverty and affliction! When I heard you were bull-
fighting to-day I said 'I will go and see Juaniyo: He will remember
the mother of his poor comrade.' How smart you are, gipsy! All the
women are crazy after you, you rascal! I am very badly off, my son.
I have not even a shift, and nothing has entered my mouth to-day
but a little Cazaya.[17] They keep me, out of pity, in la Pepona's
house, who is from over there—from our own country,—a very
decent five duro house. Come round there, they would love to see
you. I dress girls' hair and run errands for the men. Ah! If only my
poor son were alive! You remember Pepiyo? Do you remember the
afternoon on which he died?——"
Gallardo put a duro into her dry hand and did his best to escape
from her volubility, which by this time was showing signs of
imminent tears.
Cursed witch! Why did she come and remind him, on the day of a
Corrida, of poor Lechuguero, the companion of his early years,
whom he had seen killed almost instantaneously, gored to the heart,
in the Plaza of Lebrija, when the two were bull-fighting as
Novilleros?[18] Foul hag of evil omen!
He thrust her aside, but she, flitting from sorrow to joy with the
inconsequence of a bird, broke out into enthusiastic praises of the
brave boys, the good toreros, who carried away the money of the
public and the hearts of the women.
"You deserve to have the Queen, my beauty! The Señora Carmen
will have to keep her eyes wide open. Some fine day a 'gachi' will
steal and keep you. Can't you give me a ticket for this afternoon,
Juaniyo? I am bursting with longing to see you kill!"

The old woman's shrill voice and noisy cajoleries diverted the
amused attention of the hotel servants and enabled a number of
inquisitive idlers and beggars who, attracted by the presence of the
torero, had collected outside the entrance, to break through the
strict supervision that was usually maintained at the doors.
Heedless of the hotel servants, an irruption of loafers, ne'er-do-wells
and newspaper sellers burst into the hall.
Ragamuffins, with bundles of papers under their arms, flourished
their caps and greeted Gallardo with boisterous familiarity.
"El Gallardo," "Olé El Gallardo," "Long live the Brave."
The more daring seized his hand, shaking it roughly and pulling it
about in their anxiety to keep touch of this national hero, whose
portraits they had all seen in every paper, as long as ever they could,
and then, to give their companions a chance of sharing their
triumph, they shouted "Shake his hand. He won't be offended! He's
a real good sort." Their devotion made them almost kneel before the
matador.
There were also other admirers, just as insistent, with unkempt
beards and clothes that had been fashionable in the days of their
youth, who shuffled round their idol in boots that had seen better
days. They swept their greasy sombreros towards him, spoke in a
low voice and called him "Don Juan," in order to emphasise the
difference between themselves and the rest of that irreverent,
excited crowd. Some of them drew attention to their poverty and
asked for a small donation, others, with more impertinence, asked,
in the name of their love of the sport, for a ticket for the Corrida,—
fully intending to sell it immediately.
Gallardo defended himself laughingly against this avalanche which
jostled and overwhelmed him, and from which the hotel servants,
who were bewildered at the excitement aroused by his popularity,
were quite unable to save him.

He searched through all his pockets until he finally turned them out
empty, distributing silver coins broadcast among the greedy hands
held out to clutch them.
"There is no more! The fuel is finished! Leave me alone, my friends!"
Pretending to be annoyed by this popularity, which in fact flattered
him greatly, he suddenly opened a way through them with his
muscular athletic arms, and ran upstairs, bounding up the steps with
the lightness of a wrestler, while the servants, freed from the
restraint of his presence, pushed the crowd towards the door and
swept them into the street.
Gallardo passed the room occupied by his servant Garabato, and
saw him through the half open door, busy amid trunks and boxes,
preparing his master's clothes for the Corrida.
On finding himself alone in his own room, the happy excitement
caused by the avalanche of admirers vanished at once. The bad
moments of the days of a Corrida returned, the anxiety of those last
hours before going to the Plaza. Bulls of Muira[19] and a Madrid
audience. The danger, which when facing him seemed to intoxicate
him and increase his daring, was anguish to him when alone,—
something supernatural, fearful and intimidating from its very
uncertainty.
He felt overwhelmed, as if the fatigues of his previous bad night had
suddenly overcome him. He longed to throw himself on one of the
beds which occupied the end of the room, but again the anxiety
which possessed him, with its mystery and uncertainty, banished the
desire to sleep.
He walked restlessly up and down the room, lighting another
Havanna from the end of the one he had just smoked.
What would be the result for him of the Madrid season just about to
commence? What would his enemies say? What would his
professional rivals do? He had killed many Muira bulls,—after all they

Welcome to our website – the ideal destination for book lovers and
knowledge seekers. With a mission to inspire endlessly, we offer a
vast collection of books, ranging from classic literary works to
specialized publications, self-development books, and children's
literature. Each book is a new journey of discovery, expanding
knowledge and enriching the soul of the reade
Our website is not just a platform for buying books, but a bridge
connecting readers to the timeless values of culture and wisdom. With
an elegant, user-friendly interface and an intelligent search system,
we are committed to providing a quick and convenient shopping
experience. Additionally, our special promotions and home delivery
services ensure that you save time and fully enjoy the joy of reading.
Let us accompany you on the journey of exploring knowledge and
personal growth!
testbankpack.com

Test Bank for Management 11th Edition Griffin 111196971X 9781111969714

More Related Content

Similar to Test Bank for Management 11th Edition Griffin 111196971X 9781111969714 (20)

Recently uploaded (20)

Test Bank for Management 11th Edition Griffin 111196971X 9781111969714