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FOR INFORMATION:

SAGE Publications, Inc.

2455 Teller Road

Thousand Oaks, California 91320

E-mail: [email protected]

SAGE Publications Ltd.

1 Oliver’s Yard

55 City Road

London EC1Y 1SP

United Kingdom

SAGE Publications India Pvt. Ltd.

B 1/I 1 Mohan Cooperative Industrial Area

Mathura Road, New Delhi 110 044

India

SAGE Publications Asia-Pacific Pte. Ltd.

3 Church Street

#10-04 Samsung Hub

Singapore 049483

Copyright © 2019 by SAGE Publications, Inc.

All rights reserved. No part of this book may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system, without permission in writing from the publisher.
Library of Congress Cataloging-in-Publication Data

Names: Lussier, Robert N., author.

Title: Management fundamentals : concepts, applications, and skill development / Robert N. Lussier, Springfield
College.

Description: 8e [edition]. | Thousand Oaks, Calif. : SAGE, [2019] | Includes bibliographical references and indexes.

Identifiers: LCCN 2017043147 | ISBN 9781506389394 (pbk. : alk. paper)

Subjects: LCSH: Management. | Supervision of employees.

Classification: LCC HD31.2 .L87 2019 | DDC 658—dc23 LC record available at https://lccn.loc.gov/2017043147

8
This book is printed on acid-free paper.

Acquisitions Editor: Maggie Stanley

Editorial Assistant: Alissa Nance

Content Development Editor: Lauren Holmes

Production Editor: Tracy Buyan

Copy Editor: Kim Husband

Typesetter: C&M Digitals (P) Ltd.

Proofreader: Lawrence W. Baker

Indexer: Judy Hunt

Cover Designer: Janet Kiesel

Marketing Manager: Amy Lammers

9
Brief Contents
Preface
Acknowledgments
About the Author
Part I: The Global Management Environment
1. Management and Its History
2. The Environment: Culture, Ethics, and Social Responsibility
3. Managing Diversity in a Global Environment
Part II: Planning
4. Creative Problem Solving and Decision Making
5. Strategic and Operational Planning
6. Managing Change, Innovation, and Entrepreneurship
Part III: Organizing
7. Organizing and Delegating Work
8. Managing Teamwork
9. Human Resources Management
Appendix: Career Management and Networking
Part IV: Leading
10. Organizational Behavior: Power, Politics, Conflict, and Stress
11. Motivating for High Performance
12. Leading With Influence
13. Communication and Information Technology
Part V: Controlling
14. Managing Control Systems, Finances, and People
15. Operations, Quality, and Productivity
Glossary
Notes
Author Index
Company Index
Subject Index

10
Detailed Contents
Preface
Acknowledgments
About the Author
Part I: The Global Management Environment
Chapter 1. Management and Its History
Why Study Management?
Develop Skills You Can Use in Your Personal Life
Develop Skills You Can Use as a Manager or Employee
What Is a Manager’s Responsibility?
Managers and the Organizational Resources They Manage
A Manager Interview
What Does It Take to Be a Successful Manager?
Management Qualities
Management Skills
AACSB Competencies
What Do Managers Do?
Management Functions
Management Roles
The Systems Relationship Among the Management Skills,
Functions, and Roles
Differences Among Managers
The Three Levels of Management
Differences in Management Skills and Functions
Differences in Size and Profits
A Brief History of Management
Classical Theory
Behavioral Theory
Management Science
Integrative Perspective
Comparing Theories
Managing the Old Versus New Workplace
Objectives of the Book
Management Concepts
Application of Management Concepts
Development of Management Skills
Organization of the Book
Trends and Issues in Management
Chapter Summary
Case 1.1: Joe Maddon, Manager of the Chicago Cubs

11
 Case 1.2: Jiffy Lube University
Chapter 2. The Environment: Culture, Ethics, and Social Responsibility
The Environment
The Internal Environment
The External Environment
Organizational Culture
Organizational Culture Artifacts
Organizational Culture Levels, Strength, and Health
Managing and Changing Cultures and the Learning Organization
Business Ethics
Business Ethics and Justifying Unethical Behavior
Factors That Influence Behavior to Be Ethical or Unethical
Methods to Help Ensure Ethical Behavior
Guides to Ethical Behavior
Managing Ethics
Social Responsibility and Sustainability
Social Responsibility to Stakeholders
Levels of Corporate Social Responsibility
Sustainability
Trends and Issues in Management
Chapter Summary
Case 2.1: Whole Foods Market
Case 2.2: Ride ’Em Cowboys: Wells Fargo and the Seattle City Council
Chapter 3. Managing Diversity in a Global Environment
The Global Environment
Classifying Businesses in the Global Village
Ethnocentrism Is Out and “Made in America” Is Blurred
Managing Foreign Trade
Standard of Living and the Effects of Foreign Trade
Workplace Diversity and Inclusion
What Are Diversity and Inclusion?
Are Diversity and Inclusion Really Important?
Types of Diversity and Managing Diversity
Age and Generational Diversity and Management
Gender and Sexual Orientation Diversity and Management
Race and Ethnicity Diversity and Management
Disability and Ability Diversity and Management
Religious Diversity and Management
Other Types of Diversity and Management
Managing Diversity Through Inclusion
Global Diversity
Hofstede National Cultural Diversity

12
 GLOBE
International Assignments
Managing Global Business
Global Management Practices
Managing Different Forms of Global Business
Trends and Issues in Management
Chapter Summary
Case 3.1: Marriott International
Case 3.2: Ford: Bringing It On Back From Mexico
Part II: Planning
Chapter 4. Creative Problem Solving and Decision Making
Problem Solving and Decision Making: An Overview
Problem-Solving and Decision-Making Interrelationships
Decision-Making Styles
The Decision-Making Model
Classify and Define the Problem or Opportunity
Classify the Problem
Select the Appropriate Level of Participation
Define the Problem
Decision-Making Types—-Rational Versus Bounded Rational
Decisions
Set Objectives and Criteria
Generate Creative and Innovative Alternatives
Creativity and Innovation
Using Groups to Generate Creative Alternatives
Decision Trees
Analyze Alternatives and Select the Most Feasible
Quantitative Techniques
Big Data
Cost-Benefit, Pros and Cons, and Intuition
Plan, Implement the Decision, and Control
Trends and Issues in Management
Chapter Summary
Case 4.1: Toyota Motor Corporation
Case 4.2: Was Target Missing the Mark With Fashion Designer
Clothing?
Chapter 5. Strategic and Operational Planning
Strategic and Operational Planning
Planning Dimensions
Strategic Versus Operational Planning and Strategies
The Strategic Planning Process
Developing the Mission and Analyzing the Environment

13
 The Mission
Analyzing the Environment
Competitive Advantage
Setting Objectives
Writing Effective Objectives
Criteria for Objectives
Management by Objectives (MBO)
Corporate-Level Strategies
Grand Strategy
Growth Strategies
Portfolio Analysis
Business-Level Strategies
Adaptive Strategies
Competitive Strategies
Operational-Level Planning
Functional Strategies
Standing Plans Versus Single-Use and Contingency Plans
Time Management
Multitasking
Implementing and Controlling Strategies
Trends and Issues in Management
Chapter Summary
Case 5.1: FedEx Corporation
Case 5.2: The Not-So-Friendly Skies: Air Canada’s Plan of Attack on
U.S. Markets
Chapter 6. Managing Change, Innovation, and Entrepreneurship
Innovation and Change
The Innovation and Change Interrelationship and Risk
Forces for Change
Types of Change
Forms of Change
Managing Innovation
Innovative Organizational Structures and Cultures
Managing Innovation During Incremental and Discontinuous
Change
Managing Change
Stages in the Change Process
Resistance to Change
How to Overcome Resistance to Change
A Model for Identifying and Overcoming Resistance to Change
Organizational Development
Change Models

14
 Organizational Development Interventions
Entrepreneurship
New Venture Entrepreneurs and Intrapreneurs
The Entrepreneurial Process
Trends and Issues in Management
Chapter Summary
Case 6.1: Chobani
Case 6.2: Sir Richard Branson in the Pilot Seat: Flying High With Virgin
Airlines
Part III: Organizing
Chapter 7. Organizing and Delegating Work
Organizational Considerations and Principles
Organizational Considerations
Principles of Organization
Authority
Formal and Informal Authority and Scope and Levels of Authority
Centralized and Decentralized Authority
Line and Staff Authority
Organizational Design
Organization Chart
Traditional Departmentalization
Contemporary Organizational Design
Multiple Departmentalization
Contemporary Organizational Issues and Designs
Job Design
Job Simplification
Job Expansion
Work Teams
Organizing Yourself and Delegating
Setting Priorities
Delegating
Trends and Issues in Management
Chapter Summary
Case 7.1: AT&T
Case 7.2: Zappos: Strategic Reengineering or a Path to Structural
Failure?
Chapter 8. Managing Teamwork
Groups and Teams and Performance
Groups and Teams
The Group Performance Model
Group Structure
Group Types

15
 Group Size
Group Composition
Group Leadership and Objectives
Group Process
Group Roles
Group Norms
Group Cohesiveness
Status Within the Group
Decision Making and Conflict Resolution
Stages of Group Development and Management Styles
Stage 1. Forming—Autocratic Management Style
Stage 2. Storming—Consultative Management Style
Stage 3. Norming—Participative Management Style
Stage 4. Performing—Empowerment Management Style
Stage 5. Termination
Changes in Group Development and Management Style
Developing Groups Into Teams
Training and Team Leadership
Team Rewards and Recognition
Managing Meetings
Planning Meetings
Conducting Meetings
Handling Problem Members
Trends and Issues in Management
Chapter Summary
Case 8.1: Ritz-Carlton Hotels
Case 8.2: Saving Lives Together: Partnering and Teamwork at
Medtronic
Chapter 9. Human Resources Management
The Human Resources Management Process
The Human Resources Department
The Legal Environment
Harassment and Sexual Harassment and Workplace Romance
Human Resources Planning
Strategic Human Resources Planning
Job Analysis
Attracting Employees
Recruiting
The Selection Process
Selection Interviewing
Developing Employees
Orientation Programs, Onboarding, and Newcomer Socialization

16
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 Training and Development
Performance Appraisal
Retaining and Separating Employees
Compensation
Health and Safety
Unions and Labor Relations
Separating Employees
Trends and Issues in Management
Chapter Summary
Case 9.1: Boston Consulting Group
Case 9.2: People Operations: Using Data Analytics to Bolster Female
Retention at Google
Chapter 9 Appendix. Career Management and Networking
Career Management
Career Planning and Development
Getting a Job
Networking
The Importance of Networking
The Networking Process
Appendix Summary
Part IV: Leading
Chapter 10. Organizational Behavior: Power, Politics, Conflict, and Stress
Organizational Behavior (OB)
Goals of OB
Thoughts and Self-Esteem
Personality
Personality Development and Careers
Single Traits of Personality
The Big Five Personality Dimensions
The Myers-Briggs Type Indicator (MBTI)
Perception
The Perception and Attribution Processes
Bias in Perception
Perception Congruence
Attitudes
Attitude Formation, Behavior, and Job Satisfaction
How Employee and Managerial Attitudes Affect Employee
Performance
Shaping OB Foundations
Shaping Your OB Foundations
Shaping Your Management OB Foundations
Managing Diverse Employee OB Foundations

17
 Organizational Power and Politics
The Relationship Between Organizational Power and Politics
Power
Using Power
Organizational Politics
Political Behavior
Negotiation, Conflict, and Stress Management
Negotiating
Conflict
Conflict Management Styles
Initiating Conflict Resolution
Responding to and Mediating Conflict Resolution
Stress
Stress Management
Trends and Issues in Management
Chapter Summary
Case 10.1: GlaxoSmithKline
Case 10.2: Changing Times: Has IBM (I’ve Been Moved) Become
TTMJ (They Took My Job)?
Chapter 11. Motivating for High Performance
Motivation and Performance
What Is Motivation, and How Does It Affect Performance?
An Overview of Three Major Classes of Motivation Theories
Content Motivation Theories
Hierarchy of Needs Theory
ERG Theory
Two-Factor Theory
Acquired Needs Theory
Process Motivation Theories
Equity Theory
Goal-Setting Theory
Expectancy Theory
Reinforcement Theory
Types of Reinforcement
Schedules of Reinforcement
Combining the Motivation Process and Motivation Theories
Motivating Employees With Rewards and Recognition
How Each of the Motivation Theories Uses Rewards and
Recognition
Reward and Recognition Programs
Giving Praise
Trends and Issues in Management

18
 Chapter Summary
Case 11.1: The Walt Disney Company
Case 11.2: Clif Bar & Company: Creating a Sustainable World Through
Employee Engagement
Chapter 12. Leading With Influence
Leadership Theories
Leadership and Trust
Leaders Versus Managers
An Overview of Four Major Classifications of Leadership Theories
Leadership Trait Theory
Traits and Personality
Inconclusive Findings and Current Thinking
Behavioral Leadership Theories
Basic Leadership Styles
Two-Dimensional Leadership Styles
The Leadership Grid¯
Situational Leadership Theories
Contingency Leadership Model
Leadership Continuum Model
Path-Goal Model
Normative Leadership Model
Situational Leadership¯ Model
Comparing Leadership Models
Leadership Substitutes Theory
Contemporary Leadership Theories
Leader-Member Exchange (LMX) Theory
Visionary and Charismatic Leaders
Transformational and Transactional Leaders
Servant and Authentic Leaders
Trends and Issues in Management
Chapter Summary
Case 12.1: Brad Smith, CEO at Intuit
Case 12.2: Tim Cook Polishing Steve Jobs’s Apple: Really?
Chapter 13. Communication and Information Technology
Organizational Communication
Vertical Communication
Horizontal Communication
Grapevine Communication
Information Technology, Systems, and Networks
Information Technology and Big Data
Types of Information Systems
Information Networks

19
 The Interpersonal Communication Process and Communication Barriers
The Interpersonal Communication Process
Communication Barriers
Message Transmission Channels
Oral Communication
Nonverbal Communication
Written Communication
Combining Channels
Selecting the Message Transmission Channel
Sending Messages
Planning the Message
The Message-Sending Process
Checking Understanding: Feedback
Receiving Messages
The Message-Receiving Process
Retentive Listening
Active Listening
Responding to Messages
Response Styles
Dealing With Emotions and Emotional Intelligence
Criticism
Trends and Issues in Management
Chapter Summary
Case 13.1: Siemens
Case 13.2: Hello Barbie, Goodbye Privacy?
Part V: Controlling
Chapter 14. Managing Control Systems, Finances, and People
Organizational and Functional Area Control Systems
Organizational Systems Control
Functional Area/Department Control Systems
Establishing Control Systems
The Control Systems Process
Control Frequency and Methods
Financial Controls: The Master Budgeting Process
Operating Budgets
Capital Expenditures Budget
Financial Budgets and Statements
Personal Finance
Managing People
Coaching
Management by Walking Around
Counseling

20
 Disciplining
Handling Complaints
Trends and Issues in Management
Chapter Summary
Case 14.1: General Electric
Case 14.2: Figures Do Not Lie but Liars Figure: The “Searing” Truth
Chapter 15. Operations, Quality, and Productivity
Operations
Operations and Products
Manufacturing and Service Operations
Classifying Operations Systems
Tangibility of Products
Level of Customer Involvement
Operations Flexibility
Resources and Technology Management
Multiple Classifications
Designing Operations Systems
Product Mix and Design
Facility Layout
Facility Location and Capacity Planning
Managing Operations Systems and the Supply Chain
Planning Schedules and Project Management
Inventory Control
Materials Requirement Planning (MRP)
Supply Chain Management
Quality Control
Productivity and the Balanced Scorecard
How Productivity Affects Wages and the Standard of Living
Measuring and Increasing Productivity
The Balanced Scorecard and Dashboards
Trends and Issues in Management
Chapter Summary
Case 15.1: 3M
Case 15.2: Zara’s Formula to Successful Fast Fashion: Innovative Supply
Chain Management
Glossary
Notes
Author Index
Company Index
Subject Index

21
Exploring the Variety of Random
Documents with Different Content
 CHAPTER XV.

A DETERMINED STAND.

“Nevertheless, I’m going to turn it down,” Carroll declared firmly. “I

won’t hear of your doing this thing, I’m not going to have it on my
conscience that I was the cause of your being sent to jail. It’s no use arguing
with me, old man; I positively refuse to let you run this risk on my account.”
“Very well,” said the Camera Chap quietly. “Of course, I have no desire
to press my services on you if you don’t want them. But I shall go ahead
with this camera campaign, just the same. The pictures will make an
interesting addition to my scrapbook.”
“You crazy Indian! Surely you don’t mean that?”
“I certainly do. If you think I’m going to miss all this fun just because
you won’t give me a job on your paper, you’re very much mistaken. Of
course, I should greatly prefer to have the snapshots published in the
Bulletin. I really think that they’ll be worth publishing. But since you can’t
see it that way, I suppose I’ll have to be satisfied with adding them to my
private collection.”
Carroll glanced searchingly at his friend’s face and was convinced of his
earnestness. Then, with a laugh, he extended his big hand.
“You win, old fellow,” he said. “Since you’re determined to go ahead
anyway, I’d be all kinds of a fool if I were to fail to take advantage of this
opportunity. The chances are about a million to one that you’ll be nabbed
and thrown into jail on your first attempt; but if by a miracle you should
succeed in getting any pictures, I’ll be tickled to death to use them in the
Bulletin.”
“Good boy!” exclaimed Hawley joyously. “That’ll be much more
satisfactory to me than pasting them in my scrapbook. And now that I’m a
full-fledged member of your staff, Fred—beg pardon; I should say boss—
have you any instructions for me? Any particular picture assignment you
wish me to go out and cover?”
“Oh, no; I shall not give you any assignments. I’ll leave it entirely to you
to select your own subjects. Anything will do. No matter what the snapshots
may be—even if it’s only a picture of an electric-light pole—the
extraordinary circumstances will make it of sufficient value to be worth a
place on our front page.”
“Very good,” said Hawley; “I am inclined to agree with you that it will be
the best policy to give me a free hand. But I assure you,” he added, with a
chuckle, “I have no intention of snapshotting such uninteresting subjects as
electric-light poles. The kind of pictures I intend to go after will have a little
more life to them than that. In fact, I have an idea now for a group of
snapshots which I think would be of great interest to the Bulletin’s readers. If
I can put it across, I think it will make even more of a hit than those pictures
of the sleeping police chief.”
“What’s the idea?” Carroll inquired, with a little more eagerness than he
was desirous of manifesting.
The Camera Chap drew his chair nearer, and lowered his voice almost to
a whisper: “Do you remember, Fred, that stunt the Sentinel pulled off several
years ago, when we were roasting the New York police department? I mean
those automobiles filled with reporters which the Sentinel sent out one night
to tour the entire city and count the number of cops who were loafing instead
of patrolling their beats?”
“Do I remember it!” exclaimed Carroll, with a reminiscent chuckle. “I
should say I do! It was just after I joined the Sentinel staff. I was one of the
reporters assigned to the story. I shall never forget that automobile ride. We
rode a hundred blocks, and in all that distance only encountered one
policeman who was conscientiously attending to business. The exposé the
Sentinel published the next day created a whopping big scandal, and resulted
in the biggest shake-up in the history of the New York police department.”
“That’s right,” said Hawley. “Well, what’s the matter, Fred, with pulling
off something on those lines right here in Oldham? I’ve got a hunch that this
city isn’t being patrolled any too well during the night hours. With a lazy,
incompetent fathead like Hodgins at the head of the force, it’s a pretty safe
guess that there isn’t much discipline among the rank and file. A tour of the
city by night probably would reveal some interesting facts about the Oldham
police department.”
Carroll nodded vigorously. “You bet it would. You are quite right in
supposing that the cops of this burg are a pretty punk lot. The great majority
of them got their appointments to the force by political pull, and—well, as
you can readily imagine, they’re not by any means the best material that
could have been found for the job. Yes, your suggestion is a mighty good
one, Hawley, old man. I deserve to be kicked for not having thought of it
myself long ago. An exposé of that sort ought to sell a lot of Bulletins.”
“Sure it would!” declared the Camera Chap enthusiastically. “I’m glad
you approve. Thought you’d look at it in that light. Guess there’s no sense in
wasting any time,” he added. “I might as well get busy this very night.”
The proprietor of the Bulletin looked at him in astonishment. “You get
busy? Why, what is there for you to do, old man! This’ll be a reporter’s task.
Pictures, of course, will be quite out of the question.”
“Oh, will they, though?” chuckled Hawley. “I don’t agree with you there.
The pictures will be the main feature of this exposé. Of course, we’ll have a
story, too—a couple of columns or so of reading matter to go with the
snapshots—but, with all modesty, I think I can say that it will be my camera
which will give the people of Oldham the most graphic idea of what the
police force is doing while the town slumbers.”
“Nonsense!” Carroll expostulated. “This will be at night. How can you
take pictures——”
“How can I?” Hawley interrupted. “What a peculiar question! Surely, my
dear Fred, you must be forgetting all about the existence of a certain
compound called magnesium powder.”
“What!” cried Carroll, almost rising in his chair. “Man alive! You don’t
mean to say you’d be insane enough to attempt to take snapshots on the
streets of Oldham by flash light?”
The Camera Chap grinned at his friend’s display of horrified amazement.
“Oh, yes, I’ll have to use that flash-light powder, of course,” he answered.
“I don’t know of any other way of taking pictures at night; and we positively
must have those snapshots.”

TO BE CONTINUED.
 HOW HE PAID HIS PASSAGE.

W. BERT FOSTER.

“Come, now, hustle out o’ here!”

“I ain’t doin’ any harm.”
“You git out, I say, an’ don’t ye talk back to me!”
“Please, mister——”
“Git!”
Big Bill Bronson, the dock watchman, raised his heavy hand
threateningly, and the forlorn little chap, whom he had addressed in such
rough tones, climbed painfully out of the box of straw in which he had taken
refuge, as he hoped, for the night.
“We don’t want no young wharf rats like you round here,” Big Bill
declared. “So, git along with you!”
It was still early in the evening. Perhaps if Terry Carson had waited until
it had grown darker he might have ensconced himself in the box unobserved,
and spent the night in comparative comfort. But he had been so tired that he
had risked seeking his “lodging” early, with the above result.
For days he had tramped the streets of the seaport town, looking for a job.
But nobody seemed to want him, or his services. The past fortnight had been
a terrible experience to young Terry.
“I warn’t goin’ for to do any harm, sir,” he said, having gotten out of the
box of straw.
“I dunno whether you was or not,” growled Bill. “There’s too many of the
like o’ you ’round. Come, move on, or I’ll hand ye over to the cop!”
At this threat, Terry had to give up all hope of his lodging, and moved
painfully away.
“I just hate this town!” he muttered. “There ain’t no place in it for me. I
wish I could get away from it, so I do.”
His eyes wandered across the broad docks to the shipping beyond—tall-
masted, deep-sea vessels all.
“I wish I could get aboard one o’ them boats an’ just sail away from this
mean old place.”
 It was not too dark yet to reveal the decks pretty clearly. The fading light
revealed Terry’s sturdy figure, too. He was a strong, well-built chap of
fifteen.
“Jiminy crickets! I b’lieve I’ll try it!” he muttered, after an instant’s silent
scrutiny of the individual on the quarter of the nearest craft; and then, despite
the fact that big Bill, the watchman, shouted after him, he turned away from
the great gate, which was the only entrance by land to the dock, and marched
up the narrow gangplank to the vessel’s deck.
Captain Josh Carlton, who was pacing the deck with a huge cigar
between his teeth, suddenly became conscious of the presence of somebody
beside himself upon the quarter, by a shrill voice, which piped out:
“Mister, I say!”
“Who the dickens are you?” demanded the captain in surprise, gazing
down upon young Terry from his height of six foot four.
“Terrence Carson.”
“Well, you little sawed-off, what d’ye want here?”
Terry drew himself up to his full height. His “stubbedness” was the tender
point.
“I want to ship,” he declared.
“You want to ship! Haw, haw, haw!”
Captain Carlton fairly shook with laughter.
“Why, your head hardly reaches the rail,” he said, taking the boy by the
arm and twisting him about with his face to the shore. “Now, sonny, that’s
the way ashore. You git!”
Poor Terry, urged by the captain’s vigorous shove, walked slowly back to
the wharf, and thence to the street. Once outside the gate, he stamped his ill-
shod foot determinedly upon the rough pavement.
“I just will do it!” he declared. “They can’t keep me off their old vessel,
however hard they try. I’m going to sea in the Calypso, I am!”
Thus it happened that, half an hour later, when Captain Carlton left the
Calypso and went uptown to look over the men whom the shipping agent
had gotten together for him, leaving the vessel in sole charge of the steward,
a ragged figure, sneaking along beside the piled-up cases on the dock, darted
across the gangplank and onto the Calypso’s deck.
 Neither the steward nor Bill Bronson, the burly dock watchman, saw him,
for they were conversing very earnestly together forward. Terry was totally
unfamiliar with a ship, having always lived back in the country; so he made
the mistake of entering the cabin for concealment.
It was a nicely furnished apartment, for Captain Carlton was quite a
fastidious man, and at one end a heavy curtain hung before a small lavatory.
Behind this curtain Terry darted. He had heard Bill say that the Calypso
would sail early the next morning, and he believed that once the vessel got
out of the harbor, she would not be put about for the sake of landing him
again.
Hardly had he ensconced himself behind this drapery, when he detected
the sound of a footstep softly descending the companion stairs. A moment
later, the steward, a low-browed, snaky-looking Italian, appeared. It struck
Terry at once that the man’s manner seemed odd. He appeared to be fearful
of the presence of some unknown person, and glanced apprehensively
around him as he stepped into the center of the room under the swinging
lamp.
And what followed made the boy’s suspicions a surety. The Italian had
not entered the cabin during the absence of the captain and officers for any
legitimate purpose.
Assuring himself, as he supposed, that he was unobserved, the steward
crept softly from door to door, and, opening each, peered into the several
staterooms for the purpose of seeing if any were by chance occupied.
Confident that this was not the case, he went back to the foot of the
companionway and whistled shrilly.
Evidently this was a signal, for at once a heavy step crossed the deck and
descended to the cabin. Terry, round-eyed with bewilderment at these
proceedings, peered out from behind the curtains and discovered that the
newcomer was none other than the watchman, Bill Bronson.
“Eet ees alla quiet, Bill,” the steward declared, reassuringly, as big Bill
glanced suspiciously about. “Not a soula here. We ees alla right.”
Bill growled in reply, and stepped at once to the center of the room,
shoving aside a heavy chart table which stood there. Beneath the table was a
square of matting which seemed but lightly tacked down, for with one twitch
the watchman ripped it off the floor, revealing a trapdoor beneath.
“Dere she ees, Bill,” exclaimed the Italian exultantly.
 He stooped and raised the trap hastily. The burly watchman squeezed
himself into the hole with much grunting and profanity, and, having gotten
his head below the level of the floor, began at once to hand out packages,
each wrapped carefully in black enamel cloth.
“Work quick, Tonio. No tellin’ when them fellers’ll git back. The boat’s
right under the quarter.”
The steward’s reply was to gather several packages in his arms and
hastily ascend to the deck.
Terry, meanwhile, had been doing what he called “some tall thinking.” He
knew that something remarkably shady was in progress. He could not guess
what was in the packages, but that it was something valuable he did not
doubt. The treacherous steward and watchman were robbing the Calypso’s
commander, or her owners.
Quick as a flash, when Antonio had disappeared, Terry darted out from
behind the curtain and slammed down the trapdoor, shooting the strong bolt
at once into place, thus securing the trap firmly. Big Bill was a prisoner.
The muffled sounds of the watchman’s voice could not reach the deck,
but Terry reached it almost at a single bound. Antonio’s figure was faintly
visible as he leaned over the rail, tugging at the painter of the small boat,
which had become fouled. The packages had been laid on the deck while he
was thus engaged.
Terry’s mind worked quickly, and the moment his feet touched the deck
he saw his chance for overcoming the second river pirate. He lowered his
head and charged across the deck like a bolt from a cannon.
His head caught Antonio just below the waistband, and, although the
shock well-nigh dislocated his neck and sent him flat upon the deck, it also
drove the light body of the astonished steward flying overboard, where he
landed, frog fashion, in the dirty dock water.
He might have come back and easily overpowered the boy and released
his companion, but Antonio didn’t know that. Never for an instant doubting
that the gigantic Captain Carlton had returned unexpectedly and kicked him
overboard, the steward swam hastily to a neighboring pier and made good
his escape.
Not so big Bill, however. Captain Carlton and his two officers found him,
almost suffocated, in the secret compartment, while a greatly demoralized
boy stood guard above with a boathook almost as heavy as himself.
 When Bill had been pulled out of his prison and marched off under a
guard of two blue-coated policemen to a much safer place of durance,
Captain Carlton turned to young Terry.
“Well, Shorty,” he said jovially, placing his big hands upon the boy’s
shoulders, “so you’re the lad who wanted to ship as an A. B., eh? Got over
it?”
“No, sir. I came down here intending to hide away till after you had
sailed. I want to get away from this town, so I do.”
“And you shall. You’ve saved the owners a pretty penny,” he added,
touching the packages strewn about the floor, with his foot; “and I reckon
they won’t begrudge you your passage. I guess he’s paid his fare, sure
enough, ain’t he, boys?”
And the two inferior officers agreed warmly. However, before that first
trip was over, Terry had made himself so useful to the Calypso’s commander,
that he made many more on the same vessel. In fact, he is still with the good
ship, and is probably one of the youngest second mates sailing out of the
port of Rivermouth.
 WHAT PUNISHMENT BY THE KNOUT MEANS.
We read of crimes and cruelties perpetrated in days long, long gone by,
and, with a pitying sigh for the wretched sufferers, we thank Heaven that the
blessed light of civilization illuminates the nineteenth century. We do not
realize that a government, so-called Christian, even to this day, can wantonly
cause such heart-rending sufferings as Russia metes out to Poland.
To be exempt from corporal chastisement is one of the privileges of a
Russian nobleman; yet this does not prevent the torture being applied to
Polish political prisoners even when they are of noble blood.
The subject, albeit a sad one, is not without a certain interest, particularly
when we recall the memory of brave men and braver women who have
yielded up a weary life while undergoing this, the most cruel of tortures—
the knout.
The knout is a strip of hide, a thing which is steeped in some preparation,
and strongly glazed, as it were, with metal filings. By this process it becomes
both heavy and excessively hard; but before it hardens care is taken to
double down the edges, which are left thin, and in this way a groove runs the
length of the thong.
The upper part winds around the hand of the executioner; to the other end
a small iron hook is fastened. Falling upon the bare back of the sufferer, the
knout comes down on its concave side, of which the edges cut like a knife.
The thing thus lies in the flesh.
The executioner does not lift it up, but draws it toward him horizontally,
so that the hook tears off long strips. If the executioner has not been bribed,
the victim loses consciousness after the third stroke, and sometimes dies
under the fifth.
The scaffold is an inclined plane, to which the man is tied with his back
uncovered. The head and feet are firmly fastened, and the hands, which are
knotted together, go round below the plank, any movement of the body
becoming impossible.
After receiving the prescribed number of strokes, the poor wretch is
untied, and, on his knees, undergoes the cruel punishment of being marked.
The letters “Vor”—meaning thief or malefactor—are printed in sharp,
pointed letters on a stamp, which the executioner drives into the forehead,
and into both cheeks, and, while the blood runs, a black mixture, of which
gunpowder is an ingredient, is rubbed into the wounds; they heal, but the
bluish scar remains for life.
 QUICK THINKING.
An adventure is related by a sportsman which shows that a hunter’s life
may depend upon his attention to small details. With one of his friends, he
was out shooting, when a solitary bull buffalo appeared on the opposite side
of a small stream. The bull was evidently in a state of great excitement, for,
as the hunters drew near, he faced them, tore up the turf with his horns, and
looked down the perpendicular bank, twelve feet high, as though meditating
descent.
The sportsman’s friend, who carried a little rifle—a single barrel, which
shot a small, spherical ball—had, by the other’s advice, doubled his charge
of powder.
“Aim at the back of the neck if the buffalo lowers his head,” said the
sportsman to his companion, throwing a hard clod of earth so that it fell into
the water at the foot of the bank. The splash caused the animal to look down,
exposing his neck. The friend fired. The bull convulsively turned round and
fell upon his side. The two men waded across the stream at a shallow place,
and ran to where the prostrate animal was lying, apparently dead. The
marksman, standing in front of the bull’s head, reveled in the delight of his
first buffalo.
“Never stand at the head of a buffalo, whether dead or alive,” exclaimed
the other, whose experience had taught him to be cautious. “Stand upon the
side, facing the back of the animal, well away from its legs, as I am standing
now.”
Scarcely had he uttered the words, when the bull sprang to his feet, and
blundered forward straight at his astonished friend, not three feet distant. He
jumped forward to avoid the horns, but tripped and fell upon his back, right
in the path of the savage bull.
As quick as lightning, the sportsman drew his long hunting knife, and
plunged it behind the buffalo’s shoulder. The animal fell at the blow. He had
received his death stroke.
 MISUNDERSTOOD.
While a certain lady was feeding a hungry tramp the other day, she
discovered that he was pocketing her silverware.
Seizing a poker, she exclaimed:
“Drop those spoons, you scoundrel, and leave the house; leave it
instantly!”
“But, madame——”
“Leave the house, I say! Leave the house!” screamed the infuriated
woman.
“I go, madame,” said the tramp, “never to return; but before I do, I would
like to say that I did not intend to take your house.”
 THE NEWS OF ALL NATIONS.

Sale of Letters is Stopped.

The sale of more than eight hundred autograph letters, valued at twelve
thousand dollars, advertised to take place at a Philadelphia auction room,
was stopped by order of a common pleas court, following injunction
proceedings by the State of New Hampshire on the ground that the letters are
part of its official archives.
The collection is said to be of great historic importance, and contain
letters written by George Washington and other revolutionary statesmen and
soldiers. The injunction petition declares that all the letters were originally in
the custody of the first governor of New Hampshire. The papers disappeared
many years ago, and their whereabouts was not disclosed until May, 1913.

Ban on Alcohol in United States Soon, is His Prediction.

“The greatest good thing that has happened in the world since the
resurrection of Christ was the prohibition proclamation of Czar Nicholas, of
Russia. One hundred and sixty million people went on the water wagon
overnight, and to-day they are all glad of it.”
This statement was only one of many pointed declarations made by
Clinton N. Howard, of Rochester, N. Y., at one of the closing meetings of the
big Christian Endeavor Convention in Chicago. He addressed delegates from
every part of the country. The convention brought more than ten thousand to
the Chicago Coliseum.
“We have been applying a small plaster in an effort to cure a big sore,”
said Howard, who is known as the “Little Giant.” Tiny of body, he flung
down the gauntlet in vigorous terms and predicted a dry United States before
long. “We have temporized with John Barleycorn,” he said, “when he has
been convicted a million times.
“For many months there has been a terrible war on the other side of the
ocean. I venture to predict it will be won by those forces which have
forsworn the use of alcoholic liquor.
 “Three years before the war began the kaiser, addressing a large body of
young men just being graduated into active naval service, said:
“ ‘I ask that you hereafter dispense wholly with strong drink. I want my
men to be able to steer my ships straight, and to shoot straight, and that
cannot be done unless a man is sober.’
“To-day there is sitting in the presidential chair of the United States the
most princely man who has ever graced that position. He is a good man, a
great man, and I would to God he had the same power right now that is
vested in Czar Nicholas.
“Alcohol is intrenched on a line which it has held for many years, but the
allied forces of decency, honesty, humanity, economy are slowly but surely
driving it back.”

Oldest College Man Dies.

Reverend Doctor John Fryer Messick, who has the distinction of being
the oldest living college graduate in the United States, died just two days
after his one-hundred-and-second-birthday anniversary.
Doctor Messick was born in Albany, N. Y., June 28, 1813, and graduated
as valedictorian of the class of 1834 at Rutgers College, New Brunswick, N.
J. He graduated from Rutgers Seminary three years later.
In 1836, Doctor Messick cast his first vote for Henry Clay, Whig
candidate for President of the United States. He reached his one-hundredth
birthday without any physical defect whatever.

Ball Players Dialect Different from Fans.

Baseball fans used to talk about the same language as the players. But it’s
different now. Whether they did it just to be different or just to amuse
themselves, the present generation of ball players, including many young
gents from our most famous institutions of pure English, have invented a
new line of lingo, by which they converse among themselves. Here’s the key
to a few of the terms now used by all our best players:
Deceiver—A Pitcher.
Monkey Suits—Baseball uniforms.
Uniform—Civilian clothes.
Dogs—Feet.
 Sneaks—Soft-soled shoes.
Wolves—Knocking fans.
Orchard—Ball park.
Glue—Money.
Him or He—The manager of the club.
Agate—Regulation baseball.
Sullivans—Upper berths. Also tourist sleepers which have cane seats.
Ducat—A pass to the game.
Stuff—The curves a pitcher puts on the ball.
Bludgeon—A bat.
Work—The act of playing ball.
Geyser—A spitball pitcher.
Groceries—Meals. Also used to denote prizes offered by merchants for
early-season feats.

At Seventy-two a “Schoolboy.”
One never gets too old to attend school is a principle strongly advocated
by Joseph Gillet, oldest “schoolboy” in the engineering courses of the
continuation school in Milwaukee, Wis. Mr. Gillet has just turned seventy-
two, but he has the appearance and memory of a man of fifty. Although he
was denied opportunities of learning to a great extent when he was a boy, he
has tried to grasp every opportunity in adult life. This is the eighth time he
has matriculated at a school which would offer him advancement.
He was born in Alsace, where he was graduated from the public school at
fourteen. Later he attended a private continuation school for six months,
after which he decided to learn the machinist trade. From 1860 to 1864 he
was an apprentice. Three years later he entered a marine-engineering school,
where he remained six months. Finally, before leaving France, he tried sea
diving.
When Mr. Gillet landed in Montreal in 1872, he at once entered an
English school. His progress in the language was so rapid that in a little
while he became a teacher in a night school, at the same time studying steam
engineering and drafting. In 1906 he began an electrical course at Marquette
College and continued it for six years.
 “I have always been accustomed to much work,” declared Mr. Gillet,
“and have made it a point to take advantage of it. One can always learn
something new in the mechanical trade. I cannot be idle.”

Ground Hogs Invade Indiana Farms.

Farmers in the western part of Delaware County, Ind., are up in arms
against the ground hog. Hundreds of the pests overrun the farms in that part
of the country.
Many farms are literally honeycombed with ground-hog holes. It is said
that on one farm not far from Daleville there are as many as five hundred
ground-hog dens. The sport of shooting the animals has replaced all others,
and hunters who fare afield after these weather prophets seldom go
unrewarded.
Apparently the situation has proved to be of keen interest to the squirrels,
which are seldom hunted now in that vicinity, the hunters preferring the
larger and juicier game, and at the same time conferring a benefit on the
farmers by reducing the number of pests which destroy so much corn.
According to riflemen and others the squirrels, which are numerous in that
part of the country have become positively tame because they have not been
hunted. But the ground hogs have become wary and keep sentinels posted,
which, by their whistling, warn their comrades of the hunter’s approach.
The ground hog’s call is a clear, distinct whistle, not greatly unlike the
singing of a canary bird, only much louder and even sweeter in tone. It is
interesting to observe a full-grown ground hog, weighing several pounds,
emitting a melodious warble that might well belong to a feathered songster.
Doctor Camdon C. McKinney of Daleville, is perhaps, eastern Indiana’s
greatest “ground-hog expert” and what he does not know about these little
animals and their ways of living is not worth knowing. Incidentally Doctor
McKinney is a crack rifle shot and not only does fried or roasted ground hog
grace his family table as often as he may desire, but he supplies a few friends
in Muncie and elsewhere with this delicacy on occasion.
“I like to observe the ground hog in his native habitat almost as well as I
like to eat his succulent flesh,” said Doctor McKinney. “The farmer’s chief
objection to him and the reason that he welcomes hunters who will destroy
the ground hog is because the animals insist on destroying corn. As soon as
the corn fills out and reaches the roasting-ear stage the ground hogs get busy
and devour the ears, either on the spot where they find them or they drag the
corn to their dens and eat it there at their leisure, the whole family of the
particular den joining in the feast much as the human family does at the
same season of year.
“Family by family these little animals will fill their dens to overflowing
with the products of the farmer’s toil, and one family will even assist a
neighbor who is a little short of help in the ground-hog harvest time. Thus it
may be seen that a large colony of ground hogs may cause a great loss in a
corn community.]
“Human beings might well learn from the ground hog the Biblical lesson:
‘It is good for brethren to dwell together in amity.’ Ground hogs do not fight
among themselves, but they stand up for each other through thick and thin.
A personal incident will illustrate this. The other day while hunting I noticed
one of the little animals stick his head cautiously out of his hole. When he
finally ventured entirely out, I shot him, but I never saw him afterward. No
sooner did he fall than his family rushed out and dragged him back into the
den.
“The only way a hunter can get close enough to one of these animals to
make a good shot is to hide himself not far from a hole and wait for the
ground hog to appear. He first will peer out cautiously, only the end of his
snout and his twinkling eyes being visible. Then withdrawing, possibly to
report to the others of the family that the coast is clear, he displays a little
more of his body at the mouth of the den, and then again runs back. He does
this several times, running back each time, and on each reappearance
displaying a little more of his body.
“Finally satisfied that there is no enemy in sight, he comes entirely into
view, and, standing upright on his hind legs, cocks his head to one side, like
a rooster that has been out in the rain. It is then that the hunter’s opportunity
has arrived.
“The ground hog is largely a vegetarian although he does eat bugs, but
prefers grains, roots, and grasses. Unlike the opossum, he will not touch
carrion nor any unwholesome food.”

For Good Health Drink Deeply of Adam’s Ale.

“A gallon a day will keep the doctor away.”
 This is what many physicians say—in one way or another—when asked
if it is a good thing to drink much water.
Doctors disagree, however, about whether it is a good thing to drink
water with meals, the majority believing that food should not be washed
down with liquids, but should be thoroughly chewed and mixed with saliva,
which is an aid to digestion. But several doctors who were asked about it
asserted that it was good to drink even as much as a quart of water with
meals.
All of the seven doctors who were interviewed about the benefits of water
drinking agreed that the copious drinking of water was a preventive of
disease, and they had known many cases in which health was restored by the
drinking of water in large quantities. One doctor advocates the drinking of as
much as three gallons of water a day in very warm weather, reducing the
amount when the weather is cooler, but never drinking less than a gallon a
day.
“Why,” said this physician, “two-thirds of the weight of the body is water.
In a very warm day in August an average man who is at work will perspire
from two to six quarts of water a day. Where is it all coming from if you
don’t drink it? Many poisons generated by the body are exuded through the
pores of the skin in perspiration. Many persons think they are not perspiring
unless they can see beads of water on the skin. But we perspire at all times,
waking and sleeping, and we do not see it because it evaporates immediately.
It is almost impossible to drink too much water.”
Another doctor said; “I saw a short article in a newspaper the other
evening quoting an eminent medical authority as saying that all girls and
women who wished to have a good complexion should drink two quarts of
water a day. I would double that and advise them to drink four quarts a day.
Give the body plenty of pure water, inside and outside, a gallon a day inside,
a thorough bathing of the whole body at least once a day, and plenty of
exercise, preferably by outdoor walking, and you can’t very well be sick. If
any one would do that, one-half the doctors would have to seek some other
business. If every woman would do that, the rouge and complexion powder
factories would shut down. There is nothing so good as plenty of water
drunk every day for the complexion.”
One physician said: “I am not claiming that the drinking of plenty of
water is a preventive of all diseases; that would be misleading and silly, but I
will say this: I have cured several bad cases of rheumatism, and many cases
of stomach ailments with water alone. In those cases the patients were in the
habit of drinking very little water. I prescribed a quart of water before
breakfast each morning and a gallon on going to bed at night. It worked a
cure in each case.
“I say this, most emphatically, that a half gallon or a gallon of water a day
will help wash out the toxic poisons that are formed in the body, and will
tend to keep a person in good health and help him resist disease.
“There is constantly being accumulated in the body not only waste
matter, resulting from chemical changes taking place in the upkeep of vital
energy, but also the blood takes up toxic poisons from the intestines. Unless
those things are thrown off by the lungs, skin, kidneys, et cetera, we become
lazy, dyspeptic, and uric acid will accumulate and cause rheumatism, kidney
disorders, and other organic disturbances. Now, such conditions would be
much less likely to ensue were the simple precaution taken of drinking a pint
of water often throughout the day.
“Especially is this true of persons who take little exercise and who live
indoors, where they breathe impure air.
“I often prescribe the slow sipping of at least a pint of hot water in the
morning while dressing. This washes out the stomach, stimulates the
circulation in the lungs and skin and promotes the action of the liver. If a
person has a tendency to gout or rheumatism, the water-drinking habit is
especially recommended.”
One physician was found who recommended the drinking of a quart of
water with each meal, but the majority were opposed to drinking water while
eating.

Soldiers in War, 21,770,000.

A German military authority estimates that 21,770,000 men stand
opposed to each other—12,820,000 on the side of the Allies and 8,950,000
for Germany, Austria, and Turkey. On the naval side the estimates are as
follows:
Germany,
Allies. et al.
Line ships 113 56
Big cruisers 87 17
Small cruisers 128 56
Torpedo boats 704 358
Submarine 179 40[A]
Miscellaneous 231 239