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 MANAGEMENT & ORGANISATIONAL

BEHAVIOUR LAURIE J. MULLINS

MANAGEMENT & ORGANISATIONAL
BEHAVIOUR LAURIE J. MULLINS
NINTH EDITION LAURIE J. MULLINS
The essential introduction to management and organisational behaviour – over half a million

MANAGEMENT &
students worldwide have used Management & Organisational Behaviour to help them learn.
Written in an engaging style and packed with contemporary references to management
research and practice, this book continues to be the Organisational Behaviour text of choice.

ORGANISATIONAL
This ninth edition brings a wide range of brand new and intriguing examples and case studies
on issues and organisations that are engaging, relevant and contemporary. It also provides the
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diversity, and organisational learning. This book will enable you to:

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• Think critically about topical issues and debates
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MANAGEMENT &
ORGANISATIONAL
BEHAVIOUR

INSTANT ACCESS TO INTERACTIVE LEARNING

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MyManagementLab for Management & Organisational Behaviour, Ninth Edition, by
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About the author
Laurie Mullins was formerly principal lecturer at the University of Portsmouth
Business School. Laurie specialised in managerial and organisational behaviour,
and managing people at work, and was subject leader for the behavioural and
human resource management group.

Laurie has experience of business, local government and university administration

and human resource management. For a number of years he was also a member
of, and an instructor in, the Territorial Army. He has undertaken a range of
consultancy work including with the United Nations Association International
Service (UNAIS); served as a visiting selector for Voluntary Service Overseas
( VSO); acted as adviser and tutor for a number of professional and educational
bodies including UNISON Education; and served as an external examiner for
university degree and postgraduate courses, and for professional organisations.

Laurie has undertaken a year’s academic exchange in the Management

Department, University of Wisconsin, USA and a visiting fellowship at the School
of Management, Royal Melbourne Institute of Technology University, Australia,
and is a visiting lecturer in the Netherlands. Laurie is also author of Hospitality
Management and Organisational Behaviour and Essentials of Organisational
Behaviour, both published by Pearson Education.
MANAGEMENT &
ORGANISATIONAL
BEHAVIOUR
NINTH EDITION

LAURIE J. MULLINS
With Gill Christy
Principal Lecturer in the Department of Human Resource and Marketing
Management at the University of Portsmouth Business School
Pearson Education Limited
Edinburgh Gate
Harlow
Essex CM20 2JE
England

and Associated Companies throughout the world

Visit us on the World Wide Web at:

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First published in 1985 in Great Britain under the Pitman imprint

Fifth edition published in 1999 by Financial Times Pitman Publishing
Seventh edition 2005
Eighth edition 2007
Ninth edition 2010

© Laurie J. Mullins 1985, 1989, 1993, 1996, 1999, 2002, 2005, 2007, 2010
Chapters 4, 6 © Linda Carter and Laurie J. Mullins 1993, 1996, 1999, 2002, 2005, 2007
Chapter 5 © Linda Carter 1993, 1996, 1999, 2002, 2005, 2007
Chapter 16 © Peter Scott 2010
Chapter 17 © David Preece 1999, 2002, 2005, 2007

The right of Laurie J. Mullins to be identified as author of this work has been asserted by
him in accordance with the Copyright, Designs and Patents Act 1988.

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
or transmitted in any form or by any means, electronic, mechanical, photocopying, recording
or otherwise, without either the prior written permission of the publisher or a licence permitting
restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd,
Saffron House, 6–10 Kirby Street, London, EC1N 8TS.

All trademarks used herein are the property of their respective owners. The use of any
trademark in this text does not vest in the author or publisher any trademark ownership
rights in such trademarks, nor does the use of such trademarks imply any affiliation with
or endorsement of this book by such owners.

Pearson Education is not responsible for content of third party internet sites.

ISBN: 978-0-273-72408-7

British Library Cataloguing-in-Publication Data

A catalogue record for this book is available from the British Library

Library of Congress Cataloging-in-Publication Data

A catalog record for this book is available from the Library of Congress

10 9 8 7 6 5 4 3 2 1
14 13 12 11 10

Typeset in 9.5/12 pt Giovanni by 35

Printed and bound by Rotolito Lombarda, Italy

The publisher’s policy is to use paper manufactured from sustainable forests.

To my wife Pamela
and for Nathan
CONTENTS IN BRIEF

Contents in detail ix
Management in the news and case studies xv
About this book xix
Guided tour of the book xxii
Guided tour of MyManagementLab xxv
In acknowledgement and appreciation xxvii
Publisher’s acknowledgements xxviii

Part 1 THE ORGANISATIONAL SETTING 1

Chapter 1 The Nature of Organisational Behaviour 2
Chapter 2 Approaches to Organisation and Management 41
Chapter 3 The Nature and Context of Organisations 77

Part 2 THE INDIVIDUAL 127

Chapter 4 Individual Differences and Diversity 128
Chapter 5 The Nature of Learning 171
Chapter 6 Perception and Communication 208
Chapter 7 Work Motivation and Job Satisfaction 252

Part 3 GROUPS, TEAMS AND LEADERSHIP 305

Chapter 8 The Nature of Work Groups and Teams 306
Chapter 9 Working in Groups and Teams 341
Chapter 10 The Nature of Leadership 372

Part 4 THE NATURE OF MANAGEMENT 423

Chapter 11 The Role of the Manager 424
Chapter 12 Managerial Behaviour and Effectiveness 456
Chapter 13 Human Resource Management 493

Part 5 STRUCTURES OF ORGANISATION 541

Chapter 14 Organisation Strategy and Structure 542
Chapter 15 Patterns of Structure and Work Organisation 585
Chapter 16 Technology and Organisations 621

Part 6 ORGANISATION MANAGEMENT 663

Chapter 17 Organisational Control and Power 664
Chapter 18 Corporate Responsibility and Ethics 704
Chapter 19 Organisation Culture and Change 736
Chapter 20 Organisational Performance and Effectiveness 775

Conclusion 819
Glossary 822
Index 835

vii
Management & Organisational Behaviour, Ninth Edition
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 CONTENTS IN DETAIL

Management in the news and case studies xv The classical approach 43

About this book xix Scientific management 45
Guided tour of the book xxii Relevance of scientific management 47
Guided tour of MyManagementLab xxv Bureaucracy 49
In acknowledgement and appreciation xxvii Criticisms of bureaucracy 50
Publisher’s acknowledgements xxviii Evaluation of bureaucracy 51
Structuralism 53
The human relations approach 53
Part 1 Evaluation of the human relations approach 55
THE ORGANISATIONAL SETTING Neo-human relations 56
The systems approach 57
1 The Nature of Organisational Behaviour 2 The contingency approach 59
The meaning of organisational behaviour 3 Other approaches to the study of organisations 59
The study of organisational behaviour 3 The decision-making approach 59
A framework of study 4 Social action 61
Influences on behaviour 6 A number of approaches 62
A multidisciplinary approach 8 Postmodernism 64
Organisational metaphors 9 Relevance to management and organisational
Orientations to work and the work ethic 10 behaviour 65
Management as an integrating activity 12 Towards a scientific value approach? 67
The psychological contract 14 Benefits to the manager 67
Organisational practices 18 Synopsis 68
The Peter Principle 18 Review and discussion questions 69
Parkinson’s Law 19 Management in the news: The story of the
The changing world of work organisations 20 middleman 70
Globalisation and the international context 22 Assignment 71
A cross-cultural approach to management 24 Personal awareness and skills exercise 72
Is organisational behaviour culture-bound? 26 Case study: Dell Computers: the world at your
Five dimensions of culture: the contribution of Hofstede 27 fingertips 72
Cultural diversity: the contribution of Trompenaars 28 Notes and references 74
Emerging frameworks for understanding culture 31
Convergence or culture-specific organisational 3 The Nature and Context of
behaviour 31 Organisations 77
The importance of organisational behaviour 32 Perspectives of the organisation 78
Synopsis 32 The formal organisation 79
Review and discussion questions 33 Basic components of an organisation 80
Management in the news: A melting pot for forging Private and public sector organisations 82
success 34 Social enterprise organisations 83
Assignments 1 and 2 35 Production and service organisations 84
Personal awareness and skills exercise 35 Types of authority and organisations 86
Case study: Virgin Atlantic and Ryanair 36 The classification of organisations 86
Notes and references 39 The organisation as an open system 88
Interactions with the environment 90
2 Approaches to Organisation and The comparative study of organisations 92
Management 41 The analysis of work organisations 92
Theory of management 42 Contingency models of organisation 94
Developments in management and organisational The informal organisation 94
behaviour 42 Organisational conflict 96

ix
CONTENTS IN DETAIL

Contrasting views of conflict 97 Case study: B&Q: the business case for diversity 166
Positive and negative outcomes 98 Notes and references 168
The sources of conflict 99
Strategies for managing conflict 101 5 The Nature of Learning 171
Organisational stress 103 The meaning and nature of learning 172
Is stress necessarily to be avoided? 104 Organisations and the management of learning 175
Causes of stress 105 How do people learn? 176
Coping with stress 106 Behaviourism 177
The work/life balance 109 Operant conditioning 178
The organisation of the future 111 Social learning 181
Synopsis 113 Limitations of the behavioural theories 181
Review and discussion questions 113 Cognitive theories 182
Management in the news: Watch out for Learning styles 182
an epidemic of petty fraud 114 Knowledge management 187
Assignments 1 and 2 115 Emerging technologies and learning 190
Personal awareness and skills exercise 116 Problems of managing knowledge 192
Case study: Grameen Bank: a case of applied Creativity 193
business ethics 117 Facilitating learning 196
Notes and references 119 Learning theory applied to study skills 198
Academic viewpoint 121 Applications of learning theory to organisations 199
Synopsis 199
Part 1 Case study Review and discussion questions 200
Cadbury: organisation, culture and history 122 Management in the news: UK follows Dutch
example with site simulations 200
Assignments 1 and 2 201
Part 2
Personal awareness and skills exercise 202
THE INDIVIDUAL
Case study: VSO 203
Notes and references 205
4 Individual Differences and Diversity 128
The recognition of individuality 129 6 Perception and Communication 208
How do individuals differ? 129 The perceptual process 209
Personality 130 Selectivity in attention and perception 209
Nomothetic and idiographic approaches 130 Internal factors 212
Nomothetic personality theories 133 Cultural differences 214
Idiographic theoretical approaches 135 External factors 217
Complementary approaches 136 Organisation and arrangement of stimuli 218
Applications within the work organisation 138 Perceptual illusions 221
Emotions at work 139 Selection and attention 222
Type A and Type B personalities 140 Organisation and judgement 223
Ability 141 Connection of the conscious, unconscious and
Emotional intelligence (EI) 144 physiology 225
Attitudes 145 Perceiving other people 226
Attitude change 148 Non-verbal communication and body language 230
Testing and assessment 149 Interpersonal communications 231
Diversity management 151 Neuro-linguistic programming (NLP) 234
The business case for diversity 153 Transactional analysis (TA) 235
Diversity training 157 Attribution theory 237
Top performing organisations 158 Perceptual distortions and errors 239
Criticisms and limitations 160 Stereotyping 239
Diversity, gender and organisations 161 The halo effect 240
Synopsis 162 Perceptual defence 241
Review and discussion questions 163 Projection 241
Management in the news: The Apprentice, Self-fulfilling prophecy 241
week nine 163 Understanding the organisational process 242
Assignment 164 Synopsis 243
Personal awareness and skills exercise 165 Review and discussion questions 244

x
 CONTENTS IN DETAIL

Management in the news: How to be happy in life: Group values and norms 309
let out your anger 245 Formal and informal groups 311
Assignments 1 and 2 246 Reasons for formation of groups or teams 313
Personal awareness and skills exercise 247 Group cohesiveness and performance 314
Case study: Behavioural economics 248 Membership 314
Notes and references 250 Work environment 316
Organisational 317
7 Work Motivation and Job Satisfaction 252 Group development and maturity 317
The meaning of motivation 253 Social identity theory 319
Needs and expectations at work 254 Potential disadvantages of strong, cohesive
Money as a motivator 255 groups 320
Broader intrinsic motivation 256 Characteristics of an effective work group 321
Frustration-induced behaviour 257 The effects of technology 321
Theories of motivation 259 Virtual teams 322
Content theories of motivation 260 Role relationships 326
Maslow’s hierarchy of needs theory 260 Role conflict 328
Alderfer’s modified need hierarchy model 264 The importance of teamwork 331
Herzberg’s two-factor theory 265 Synopsis 333
McClelland’s achievement motivation theory 267 Review and discussion questions 334
Process theories of motivation 268 Management in the news: Dragon boat racing on
Vroom’s expectancy theory 269 the Thames 335
The Porter and Lawler expectancy model 271 Assignments 1 and 2 336
Lawler’s revised expectancy model 273 Personal awareness and skills exercise 336
Implications for managers of expectancy theories 274 Case study: Mumbai’s dabbawalahs: a world-class
Equity theory of motivation 275 quality service 337
Goal theory 276 Notes and references 339
Attribution theory 278
Relevance today for the manager 278 9 Working in Groups and Teams 341
Organisational behaviour modification 278 Interactions among members 342
The motivation of knowledge workers 280 Belbin’s team roles 342
Cross-cultural dimensions of motivation 281 Patterns of communication 344
Job satisfaction 282 Analysis of individual behaviour 347
Alienation at work 285 Sociometry 347
A comprehensive model of job enrichment 285 Interaction analysis 349
Contextual factors in job design 289 Frameworks of behavioural analysis 350
Synopsis 289 Balance between the team and the individual 351
Review and discussion questions 290 Individual compared with group or team
Management in the news: Top marks for the best performance 353
employee awards 291 Brainstorming 355
Assignments 1 and 2 292 Quality circles 357
Personal awareness and skills exercise 292 Group dynamics 358
Case study: Don’t get mad, get on-line! 293 Self-managed work groups 360
Notes and references 296 Building successful teams 361
Synopsis 364
Academic viewpoint 298
Review and discussion questions 365
Part 2 Case study Management in the news: Falling down 366
Philanthropy: the resurgence of personal social Assignments 1 and 2 366
responsibility? 299 Personal awareness and skills exercise 367
Case study: Top Gear 368
Notes and references 370
Part 3
GROUPS, TEAMS AND LEADERSHIP 10 The Nature of Leadership 372
The meaning of leadership 373
8 The Nature of Work Groups and Teams 306 Leadership or management? 373
The meaning and importance of groups and teams 307 Approaches to leadership 375
Differences between groups and teams 307 The qualities or traits approach 375

xi
CONTENTS IN DETAIL

The functional (or group) approach 377 Review and discussion questions 449
Action-centred leadership 378 Management in the news: Science of managing
Leadership as a behavioural category 379 monkeys 449
Styles of leadership 380 Assignments 1 and 2 450
Continuum of leadership behaviour 381 Personal awareness and skills exercise 451
Contingency theories of leadership 383 Case study: Stuck in the middle? 452
Fiedler’s contingency model 384 Notes and references 454
Vroom and Yetton contingency model 386
The Vroom and Jago revised decision model 387 12 Managerial Behaviour and
Path–goal theory 387 Effectiveness 456
Readiness of the followers or group 389 The importance of managerial style 457
Transformational leadership 391 Theory X and Theory Y management 458
Inspirational or visionary leadership 392 The Managerial/Leadership Grid® 461
Leadership and innovation 396 Management systems 465
The leadership relationship 397 Management by objectives (MBO) 467
Leadership effectiveness 399 Managing with and through people 469
Cross-cultural dimensions of leadership 401 The nature of people at work 474
Leadership development 402 Managerial effectiveness 475
No one best form of leadership 404 Measures of effectiveness 476
Leaders of the future 405 The Management Standards Centre 477
Synopsis 406 The 3-D model of managerial behaviour 478
Review and discussion questions 407 The management of time 480
Management in the news: Managing the mood Synopsis 484
is crucial 407 Review and discussion questions 485
Assignments 1 and 2 408 Management in the news: When a packed diary
Personal awareness and skills exercise 409 betrays a busy fool 485
Case study: Being Apple: Steve Jobs 411 Assignment 486
Notes and references 413 Personal awareness and skills exercise 487
Academic viewpoint 416 Case study: Effective management: a question
of context? 488
Part 3 Case study Notes and references 491
The Eden Project 417
13 Human Resource Management 493
The nature of human resource management 494
Part 4
Human capital management 495
THE NATURE OF MANAGEMENT
HRM policies, activities and functions 497
Organisation of the HRM function 498
11 The Role of the Manager 424 Working in partnership with line managers 499
The meaning of management 425 A strategic business partnering approach 501
The process of management 428 The importance of HRM 502
Principles of management 429 Training and development 502
Management as a social process 431 The management of training 504
The tasks and contribution of a manager 432 E-learning 506
Essential nature of managerial work 433 Investors in People 507
Management in private enterprise and public Talent management 509
sector organisations 435 Performance management (PM) 510
The work of a manager 436 Methods of measurement and review 513
Managerial roles 437 360° feedback and upward feedback 514
Behaviour pattern of general managers 439 Benefits of performance management 515
Determining what real managers do 440 Employee relations 519
Patterns of managerial work and behaviour 441 Unitary and pluralistic perspectives 520
What great managers do 441 Regulating the employment contract 520
The attributes and qualities of a manager 442 International dimensions of HRM 523
The importance of management skills 443 Effectiveness of the HRM function 525
The changing role of managers 446 Synopsis 527
Synopsis 448 Review and discussion questions 528

xii
 CONTENTS IN DETAIL

Management in the news: The carrot and stick Evaluation of the contingency approach 598
approach 528 Contribution of contingency theory 600
Assignment 529 Culture as a contingent factor 601
Personal awareness and skills exercise 529 The changing face of the workplace 603
Case study: The changing role of HRM 531 The demand for flexibility 605
Notes and references 533 The shamrock organisation 608
Structure and organisational behaviour 611
Academic viewpoint 536
Synopsis 613
Part 4 Case study Review and discussion questions 614
Jamie Oliver: The Naked Manager? 537 Management in the news: Independents will
always have their day 614
Assignments 1 and 2 615
Part 5
Personal awareness and skills exercise 616
STRUCTURES OF ORGANISATION
Case study: John Lewis, Waitrose and Ocado:
distinctively successful 616
14 Organisation Strategy and Structure 542 Notes and references 619
The importance of strategy 543
SWOT analysis 545 16 Technology and Organisations 621
Organisational goals 546 Peter Scott
Objectives and policy 549 Why study technology? 622
Dimensions of organisation structure 551 What do we mean by technology? 623
The importance of good structure 552 Approaches to technology and organisation 625
Levels of organisation 553 Decision-making processes 629
Underlying features of organisation structure 555 Involvement of HRM specialists and users of
Division of work 557 technology 632
Centralisation and decentralisation 560 Technology, work and organisational behaviour 634
Principles of organisation 561 Skill, work design and job quality 635
Span of control 562 Centralisation versus decentralisation of control 636
The chain of command 563 Location of work 639
The importance of the hierarchy 564 Nature of social interactions 642
Formal organisational relationships 566 The pace and intensity of work 643
Project teams and matrix organisation 569 The ‘digital divide’ and job security 644
Effects of a deficient organisation structure 572 Synopsis 645
Organisation charts 573 Review and discussion questions 646
Empowerment and control 574 Management in the news: Should Twitter be
Synopsis 576 confined to the marketing department? 647
Review and discussion questions 577 Assignment 648
Management in the news: A taxing merger 577 Personal awareness and skills exercise 648
Assignments 1 and 2 578 Case study: Accessible technology: Tesco’s
Personal awareness and skills exercise 579 accessible website 649
Case study: Zara: a dedicated follower of fashion 580 Notes and references 651
Notes and references 582
Academic viewpoint 656
15 Patterns of Structure and Work Part 5 Case study
Organisation 585 Co-operatives 657
Variables influencing organisation structure 586
The contingency approach 586
Part 6
Size of organisation 588
ORGANISATION MANAGEMENT
Technology 589
The Woodward study 589
Major dimensions of technology: the work 17 Organisational Control and Power 664
of Perrow 593 The controversial nature of control 665
Environment 594 Expression of managerial behaviour 667
The Burns and Stalker study 594 Elements of an organisational control system 668
‘Mixed’ forms of organisation structure 595 Forms of control 669
The Lawrence and Lorsch study 597 Strategies of control in organisations 671

xiii
CONTENTS IN DETAIL

Characteristics of an effective control system 673 Organisational climate 748

Power and management control 675 Employee commitment 749
Perspectives of organisational power 676 The nature of organisational change 751
Pluralistic approaches to power 678 Planned organisational change 753
The balance between order and flexibility 679 Resistance to change 756
Behavioural factors in control systems 680 The management of organisational change 759
Financial and accounting systems of control 681 Overcoming resistance to change 761
The concept of empowerment 683 Synopsis 764
The manager–subordinate relationship 684 Review and discussion questions 765
Benefits of delegation 686 Management in the news: The time is ripe for
Reasons for lack of delegation 687 fresh ideas 765
The art of delegation 688 Assignments 1 and 2 766
A systematic approach to empowerment and Personal awareness and skills exercise 769
delegation 689 Case study: Moving with the times 770
Does empowerment deliver? 692 Notes and references 773
Synopsis 694
Review and discussion questions 695 20 Organisational Performance and
Management in the news: The undercover boss 695 Effectiveness 775
Assignment 697
The nature of organisational effectiveness 776
Personal awareness and skills exercise 698
The democratic enterprise 778
Case study: What you say is what you get . . .? 699
The learning organisation 779
Notes and references 701
Total quality management (TQM) 782
Business process re-engineering (BPR) 785
18 Corporate Responsibility and Ethics 704
The importance of effective management 786
Organisational ideologies and principles 705 The meaning and nature of management
Mission statements 707 development 787
The profit objective 709 Management development process 789
The balanced scorecard 711 Continuing professional development (CPD) 791
Corporate social responsibilities (CSRs) 712 The EFQM Excellence Model 792
Organisational stakeholders 714 Assessing organisational performance 794
The UN Global Compact 716 A range of different criteria 796
Values and ethics 717 Successful organisations and people 799
Ethics and corporate social responsibility 718 Employee engagement 800
Business ethics 721 The future of work and management 801
Codes of business conduct (or ethics) 725 Synopsis 803
Synopsis 727 Review and discussion questions 804
Review and discussion questions 728 Management in the news: How to manage
Management in the news: Trade-offs in the the clever squad 804
moral maze 728 Assignments 1 and 2 805
Assignments 1 and 2 729 Personal awareness and skills exercise 807
Personal awareness and skills exercise 730 Case study: Who says business is boring?
Case study: The Fairtrade Foundation 731 M&S’s rollercoaster ride 808
Notes and references 734 Notes and references 811

19 Organisation Culture and Change 736 Academic viewpoint 813

Organisation development, culture and change 737 Part 6 Case study

Organisational culture 739 Riverford Organic 814
Types of organisational culture 740
Influences on the development of culture 742 Conclusion 819
The cultural web 743 Glossary 822
The importance of culture 744 Index 835

xiv
 MANAGEMENT IN THE NEWS and CASE STUDIES

Chapter Page Type of Title Subject Organisation/ Country/

no. case business person region

Chapter 1 34 Management A melting pot for See how a well managed, Dillinger Hütte Germany/
The Nature of in the news forging success culturally diverse workforce can France/
Organisational come together to produce a better Luxembourg
Behaviour product
36 Case study Virgin Atlantic and How can two similar organisations Virgin Atlantic UK/Ireland
Ryanair develop very different Airways, Richard
organisational cultures? Branson and
Ryanair, Michael
O’Leary
Chapter 2 70 Management The story of the This examination takes the pulse Paul Osterman, USA/Global
Approaches to in the news middleman of the current state of middle author of The Truth
Organisation and management about Middle
Management Managers
72 Case study Dell Computers: the From small business to global Dell Computers, USA/Global
word at your fingertips giant, Dell Computers mobilises Michael Dell
workers on three continents to get
your new PC to you
Chapter 3 114 Management Watch out for an In a tough economy, many UK
The Nature and in the news epidemic of petty fraud companies are finding dishonesty
Context of and fraud in the workplace on
Organisations the rise
117 Case study Grameen Bank: a case How ingenuity coupled with Grameen Bank, Bangladesh
of applied business enterprise can present an alternative Mohammed Yunus
ethics to charity and government aid as
a route out of poverty
Part 1 122 Longer case Cadbury: organisation, The historical context may change Cadbury UK
The Organisational study culture and history organisational practices, but doesn’t
Setting necessarily change core values
Chapter 4 163 Management The Apprentice, week Employers learn the lessons of UK
Individual in the news nine making assumptions about age
Differences and and the experience and capability
Diversity of employees
166 Case study B&Q: The business Diversity in the workforce is shown B&Q UK
case for diversity to be a strength and a way to
grow a business
Chapter 5 200 Management UK follows Dutch The construction industry uses Balfour Beatty UK/the
The Meaning and in the news example with site virtual reality to train its workers Netherlands
Nature of Learning simulations
203 Case study VSO Discovering the value of learning VSO UK/Global
and sharing knowledge and the
changes it can make in people’s
lives
Chapter 6 245 Management How to be happy in Harnessing your anger can lead to Global
Perception and in the news life: let out your anger personal and professional success
Communication 248 Case study Behavioural economics Explore the links between Global
perception, thought and behaviour
and the decisions we make
Chapter 7 291 Management Top marks for the best Do weekly, monthly or yearly Kwik-Fit Financial UK
Work Motivation in the news employee awards awards provide incentive or cause Services
and Job resentment among employees?
Satisfaction 293 Case study Don’t get mad, get Blogging may open a new window Ellen Simonetti, UK/USA/
online! on organisational life, but it can Queen of the Sky; France
get you fired IBM
Part 2 299 Longer case Philanthropy: the It was big in the 19th century, Bill Gates, Global
The Individual study resurgence of personal but is there a resurgence in Warren Buffet and
social responsibility? philanthropy as a new form of Anita Roddick
ethical behaviour by business
leaders?

xv
MANAGEMENT IN THE NEWS AND CASE STUDIES

Chapter Page Type of Title Subject Organisation/ Country/

no. case business person region

Chapter 8 335 Management Dragon boat racing on Tight teamwork and simple Thames Dragon UK
The Nature of in the news the Thames technique makes dragon boat Boat Club
Work Groups and racing the perfect corporate
Teams team sport
337 Case study Mumbai’s The extraordinary teamwork that Dabbawalahs India
Dabbawalahs: a world- delivers thousands of hot lunches
class quality service from home to workplace every day
Chapter 9 366 Management Falling down Charting the rise and fall of Jim Collins, author Global
Working in Groups in the news companies and the need to avoid of How the Mighty
and Teams complacency in business Fall
368 Case study Top Gear A winning team in front of and Top Gear, BBC, UK
behind the cameras provide the Jeremy Clarkson,
formula for television success James May,
Richard Hammond
and The Stig
Chapter 10 407 Management Managing the mood Are moods contagious? Global
The Nature of in the news is crucial Temperament and character can
Leadership help stop a bad situation from
getting worse
411 Case study Being Apple: Steve This computer giant is quirky, Apple, Steve Jobs USA
Jobs stylish and generates fierce loyalty
among its fans; but can it survive
without Steve?
Part 3 417 Longer case The Eden Project Promoting environmental Eden Project, UK
Groups, Teams study awareness may be an altruistic Tim Smit
and Leadership aim, but the project need more
than good will and enthusiasm
to survive
Chapter 11 449 Management Science of managing Is the key to success in the Charles Jacobs, Global
The Role of the in the news monkeys managing of groups allowing author of
Manager employees to follow their ‘animal’ Management
instincts? Rewired
452 Case study Stuck in the middle? Most managers are middle UK
managers; but are they happy with
their lot?
Chapter 12 485 Management When a packed diary Is a busy schedule a sign of UK
Managerial in the news betrays a busy fool neurosis or an achievement?
Behaviour and How the balance between structure
Effectiveness and being accessible can save time
488 Case study Effective management: Merchant banking is an Nicola Horlick, UK
a question of context? aggressive, macho world, so how Bramdean Asset
does a working mum succeed? Management
Chapter 13 528 Management The carrot and stick Should organisations reward Unilever, Pitney UK/USA
Human Resource in the news approach employees for adopting healthy Bowes
Management lifestyles?
531 Case study The changing role The HRM function has long been BT, Accenture Global
of HRM seen as a service to line
managers, but can it be
outsourced successfully?
Part 4 537 Longer case Jamie Oliver: The In the fast and intense atmosphere Jamie Oliver, UK
The Nature of study Naked Manager? of a kitchen, can a chef also be Fifteen
Management a good manager?
Chapter 14 577 Management A taxing merger When two organisations merge, Her Majesty’s UK
Organisational in the news creating a common culture can Revenue and
Structures and prove difficult Customs (HMRC)
Design 580 Case study Zara: a dedicated In the frenetic world of high street Zara, Inditex Spain/
follower of fashion fashion, innovative organisational Global
structures have created one of the
most sophisticated JIT operations
in the world
Chapter 15 614 Management Independents will The indies of the business world
Patterns of in the news always have their day bring innovation to the Global
Structure and marketplace and force the big
Work Organisation players to up their game
616 Case study John Lewis, Waitrose An unusual organisational structure John Lewis,
and Ocado: leads to a very particular culture and Waitrose and UK
distinctively successful style of organisational behaviour Ocado

xvi
 MANAGEMENT IN THE NEWS AND CASE STUDIES

Chapter Page Type of Title Subject Organisation/ Country/

no. case business person region

Chapter 16 647 Management Should twitter be Are the rewards worth the risk Twitter, Don
Technology and in the news confined to the when organisations venture online Tapscott, Bernhard Global
Organisations marketing department? in a ‘network society’? Warner, Oliver
Toubia
649 Case study Tesco’s accessible How technical advances can Tesco, RNIB
website change people’s quality of life UK
Part 5 657 Longer case Co-operatives Invented in the 19th century, Rochdale Equitable
Structures of study cooperatives are still going strong Pioneers Society, Global
Organisation Mondragón
Cooperative
Corporation
Chapter 17 695 Management The undercover boss A CEO dons a disguise and learns Clugston Group,
Organisational in the news that an effective, open dialogue is Stephen Walker UK
Control and Power the key to your communicating
key messages to staff
699 Case study What you say is what Gender differences in Female managers
you get . . . ? communication may partly explain in France, UK, Global
the ‘glass ceiling’, but not Germany and
everywhere China
Chapter 18 728 Management Trade-offs in the moral An examination into the moral Prof Michel Anteby,
Corporate in the news maze ambiguities of the workplace Harvard Business
Responsibility and versus the black and white world School
Ethics of business ethics
731 Case study The Fairtrade As the popularity of fairtrade The Fairtrade
Foundation increases, is its growth sustainable Foundation UK/Global
or has commercialisation resulted
in a ‘cleanwashing’ of an idealistic
movement?
Chapter 19 765 Management The time is ripe for Do recessionary times act as the
Organisation in the news fresh ideas catalyst to spur changes in Global
Culture and organisational cultures?
Change 770 Case study Moving with the times Can hot-desking really work? NHS Workforce
One team of professionals shows Review Team UK
the way (WRT)
Chapter 20 804 Management How to manage the Is it time to reframe the debate
Organisational in the news clever squad over talent, and knowledge Global
Performance and workers?
Effectiveness 808 Case study Who says business is How Marks & Spencer went from Marks & Spencer,
boring? M&S’s takeover target to the toast of the Stuart Rose UK
rollercoaster ride stock exchange
Part 6 814 Longer case Riverford Organic What does it mean to be an Riverford Organic
Organisation study ‘ethical organisation’? Can an UK
Management organisation go even further to
actively reduce the environmental
impact of modern life?

xvii
ABOUT THIS BOOK

The concepts and ideas presented in this book provide a basis for an appraisal of contrast-
ing perspectives on the structure, operation and management of organisations, and inter-
actions among people who work in them. It is hoped that this will encourage a greater level
of awareness and sensitivity to organisational factors and management processes influencing
the behaviour and performance of people at work. The underlying theme of the book is the
need for organisational effectiveness based on an understanding of organisational behav-
iour, the people resource, and the role of management as an integrating activity. Adopting
a managerial perspective provides a clear focus of attention and helps to overcome any
perceived distinction between organisational behaviour and organisational analysis.

The aims of this book

The aims of this book are to:
■ relate the study of organisational behaviour with that of management;
■ provide an integrated view embracing both theory and practice;
■ point out applications of social science within work organisations and implications for
management action;
■ indicate ways in which organisational performance may be improved through better
understanding of human resources and the effective management of people.

The intended audience

The comprehensive coverage and progressive presentation of contents will appeal to students
at undergraduate level or on related professional courses; and to graduate and post-experience
students who through their course of study wish to enhance their knowledge and under-
standing of the subject area. It is also hoped that the book may appeal to those aspiring to
a managerial position.

The scope of this book

The behaviour and actions of people at work and the activities of an organisation are directed
towards the achievement of certain goals and also have social implications. The study of
organisational behaviour should not therefore be considered in a vacuum but related to
the process of management and to the wider organisational context and environment.
Broadening the scope of the subject matter beyond the concerns of traditional organisa-
tional behaviour texts is a distinctive feature of this book.

The study of organisational behaviour is a wide and essentially multidisciplinary field of

inquiry and no single book could hope to cover adequately all aspects of the subject
area. In order to attain a reasonable depth, this book concentrates on selected topics
of particular relevance to organisational behaviour and management of the human
resource, and which meet the needs of the intended audience. The design and contents
of this book mean that it is especially suitable across a range of different but related
modules, including single or double semester units, and will help provide an inte-
grated approach to your course of study.

xix
Exploring the Variety of Random
Documents with Different Content
The Project Gutenberg eBook of The Wisconsin
Magazine of History, Volume 1, 1917-1918
 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: The Wisconsin Magazine of History, Volume 1, 1917-1918

Author: Various

Editor: Milo Milton Quaife

Release date: May 18, 2018 [eBook #57176]

Language: English

Credits: Produced by Larry B. Harrison, Carol Brown and the

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Distributed Proofreading Team at http://www.pgdp.net
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*** START OF THE PROJECT GUTENBERG EBOOK THE WISCONSIN

MAGAZINE OF HISTORY, VOLUME 1, 1917-1918 ***
VOL. I 1917-1918

THE
WISCONSIN MAGAZINE
OF HISTORY

PUBLICATIONS OF THE
STATE HISTORICAL
SOCIETY OF WISCONSIN.
Edited by

MILO M. QUAIFE,
Superintendent
 CONTENTS OF VOLUME I

LEADING ARTICLES: Page

Milo M. Quaife—Increase Allen Lapham, First Scholar of
Wisconsin 3
John L. Bracklin—A Forest Fire in Northern Wisconsin 16
Louise P. Kellogg—Bankers’ Aid in 1861-62 25
Carl Russell Fish—The Frontier a World Problem 121
George Manierre—Early Recollections of Lake Geneva 142
Ole. K. Nattestad and Rasmus B. Anderson—Description of a
Journey to North America 149
Cordelia A. P. Harvey—A Wisconsin Woman’s Picture of
President Lincoln 233
Sipko F. Rederus—The Dutch Settlements of Sheboygan County 256
Lucius G. Fisher—Pioneer Recollections of Beloit and Southern
Wisconsin 266
Charles A. Ingraham—Colonel Elmer E. Ellsworth: First Hero of
the Civil War 349
Charles Giessing—Where Is the German Fatherland? 375
Louise P. Kellogg—The Paul Revere Print of the Boston Massacre 377
DOCUMENTS:
The Dairy of Harvey Reid: Kept at Madison in the Spring of
1861 35
The Chicago Treaty of 1833: Charges Preferred Against 287
George B. Porter: Letter from George B. Porter to
 President Andrew Jackson
Some Letters of Paul O. Husting Concerning the Present
Crisis 388
HISTORICAL FRAGMENTS:
Wisconsin’s First Versifiers; Memorandum on the Spelling of
“Jolliet”; The First Edition of the Zenger Trial, 1736; A
Novel Transportation Device 64
The Disputed Michigan-Wisconsin Boundary; An Early
Wisconsin Play 304
The Beginnings of Milwaukee; The Senatorial Election of
1869; “Koshkonong” and “Man Eater”; The Alien Suffrage
Provision in the Constitution of Wisconsin 417
EDITORIAL:
Introducing Ourselves; Our State Flag; The Society and the
Legislature; Nelson Dewey Park and the First Wisconsin
Capitol; Perrot State Park and John A. Latsch; Forest Fires,
Generally and in Particular; Consolation for the Present
Crisis 75
History Repeats Itself; Our Military Record; What of the
Future; An Appreciation and a Suggestion; Cannon Fodder 187
The Professor and the Finger Bowl; The Printing of Historical
Publications; Is War Becoming More Horrible; Some
Leaves from the Past; The Development of
Humanitarianism; Other Agencies; Some Facts and
Figures; Bravery Then and Now; Schrecklichkeit 309
Increase A. Lapham and the German Air Raids; Save the
Relics; The Newspapers; Removing the Papacy to Chicago 426
THE QUESTION BOX:
The Oldest Church in Wisconsin; The First Mills in the Fox 87
River Valley; Colonel Ellsworth’s Madison Career; The
Story of “Glory of the Morning”; The Odanah Indian
 Reservation; First Exploration of Eastern Wisconsin; A
Community Changes Its Name; How the Apostle Islands
Were Named; The Services of the Menominee in the Black
Hawk War
Daniel Webster’s Wisconsin Investments; Names Proposed
for a New Town; Origin of the Word “Winnequah”; The
Discovery of Lake Superior; The Potawatomi During the
Revolution; Father Allouez Among the Kickapoo; The
Indian Tribes of Iowa 193
The First Settler of Baraboo; The Chippewa River During the
French and British Régimes; The Career of Colonel G. W.
Manypenny; Treaty Hall and Old La Pointe 319
COMMUNICATIONS:
Old Copperheads and New; A Presbyterian Objects 202
More Light on the Originator of “Winnequah”; A History of
Our State Flag 327
“Camouflage” and “Eatless Days” Two Hundred Years Ago;
Daniel Webster’s Wisconsin Investments 432
SURVEY OF HISTORICAL ACTIVITIES:
The Society and the State 101, 206, 330, 435
Some Publications 111, 221, 340, 445
Some Wisconsin Public Documents 210, 337
The Wider Field 449
INCREASE A. LAPHAM
VOL. I, NO. 1 SEPTEMBER, 1917

WISCONSIN MAGAZINE
OF HISTORY

PUBLICATIONS OF THE
STATE HISTORICAL
SOCIETY OF WISCONSIN.
Edited by

MILO M. QUAIFE,
Superintendent
 CONTENTS

PAGE
Increase Allen Lapham, First Scholar of
Wisconsin Milo M. Quaife 3
A Forest Fire in Northern Wisconsin John L. Bracklin 16
Bankers’ Aid in 1861-62 Louise P. Kellogg 25
Documents:
The Diary of Harvey Reid: Kept at Madison in the Spring of
1861 35
Historical Fragments:
Wisconsin’s First Versifiers; Memorandum on the Spelling of
“Jolliet”; The First Edition of the Zenger Trial, 1736; A Novel
Transportation Device 64
Editorials:
Introducing Ourselves; Our State Flag; The Society and the
Legislature; Nelson Dewey Park and the First Wisconsin
Capitol; Perrot State Park and John A. Latsch; Forest Fires,
Generally and in Particular; Consolation for the Present
Crisis 75
Question Box:
The Oldest Church in Wisconsin; The First Mills in the Fox
River Valley; Colonel Ellsworth’s Madison Career; The Story
of “Glory of the Morning”; The Odanah Indian Reservation;
First Exploration of Eastern Wisconsin; A Community
Changes Its Name; How the Apostle Islands Were Named;
The Services of the Menominee in the Black Hawk War 87
Survey of Historical Activities:
The Society and the State; Some Publications 101

Copyright, 1917, by the State Historical Society of Wisconsin

 INCREASE ALLEN LAPHAM, FIRST
SCHOLAR OF WISCONSIN
By Milo M. Quaife

The most characteristic and comprehensive theme in all American

history is that of the westward movement. From the time of the first
feeble landings at Quebec, at Plymouth, and at Jamestown, the
history of our country has been characterized by a steady westward
surge of the population, reaching out eagerly for new lands to
conquer, and in the process carrying the banner of civilization ever
westward and establishing successive new communities and states.
The present generation of students of American history has not been
unmindful of the importance and interest which attaches to this
westward movement, and has not failed to accord it, in the main, all
due recognition. With the doings and deserts of our pioneer farm,
canal, railroad, and city builders, our hewers of wood and drawers of
water, in a word, historians have long made us familiar.
Unfortunately, however, too little attention has been given, and too
little recognition accorded, the equally important service of those
among our western pioneers who laid the foundations of our
spiritual and intellectual civilization. That man may not live by bread
alone was stated long ago on excellent authority. The hewing down
of the forests and breaking of the prairies, the building of houses,
highways, and cities were all essential steps in the process of
transforming the wilderness into an abode of enlightened civilization.
Equally essential was the establishment of institutions of learning
and religion, and the development of a taste for literature and art.
The blossoming of these finer fruits of civilization inevitably tended
to sweeten and refine the society of the pioneers, which otherwise,
engrossed in a stern physical struggle with the wilderness, must
have become hard and gross in character.
Fortunate indeed is the pioneer community which numbers among
its settlers intellectual and spiritual leaders fired with enthusiasm and
endowed with ability. Fortunate it was for Wisconsin when in the
very year of her birth as a territory, Increase Allen Lapham cast his
lot for the remainder of his life with her. The service rendered by the
intellectual aristocracy of pioneer Massachusetts and the other New
England colonies has long been accorded ample recognition. The
valiant labors of Increase Lapham in the service of the state of his
adoption have largely gone unheeded and unrewarded to the
present moment. Yet it is safe to predict that when the future
historian shall come to scan the record of the first half century of
Wisconsin’s history as a territory and state, he will affirm that no
man brought greater honor to her or performed more valuable
services in her behalf than did the modest scholar, Increase Allen
Lapham.
The frontier has ever been proud of its self-made men, esteeming
chiefly, not who a man might be but rather what he was able to do.
Lapham was a true frontiersman in this respect at least, that he was
a wholly self-made scholar. He was born in March, 1811, at Palmyra,
New York, “two miles west of the Macedon locks on the Erie Canal.”
His father, Seneca Lapham, was an engineering contractor, the
pursuit of whose profession necessitated frequent family removals.
Thus, in 1818 the family was located at Pottsville, Pennsylvania,
where the father was employed on the Schuylkill Canal; two years
later he was back on the Erie Canal and the family was residing for a
second time at Galen, New York; the next few years witnessed
further removals to Rochester and Lockport in New York, and to
several points in Ohio.
The boy, Increase Lapham, was evidently a precocious youth. At
thirteen years of age he “found frequent sale” for his drawings of the
plan of the locks his father had assisted in constructing at Lockport.
About this time he gained employment, first at cutting stone for the
locks and then as rodman on the canal. While engaged in
stonecutting, he wrote in later years, “I found my first fossils and
began my collection. The beautiful specimens I found in the deep
rock cut at this place gave me my first ideas of mineralogy and
initiated a habit of observation which has continued through all my
life. I found amusement and pastime in the study of nature, leading
to long walks in the country, and as I found no others of similar
tastes these rambles were usually without companions.”
When fifteen years of age the youth followed his father to Ohio
where he worked for a short time on the Miami Canal, removing at
the close of the year, 1826, to undertake similar employment at
Louisville. At this time, apparently, he first attracted the attention of
members of the world of scholarship, for we find the renowned
scientist, Professor Silliman of Yale, writing to thank him “for the
liberal spirit which you manifest in encouraging a work designed to
promote the public good”—the work in question being the American
Journal of Science, of which Silliman was the founder and editor.
Within a few months the boy made his first contribution to
scholarship by sending to Silliman, for publication in the American
Journal of Science, a comprehensive description of the canal around
the Ohio Rapids.
At this time he was only sixteen, and his opportunities for schooling
had been exceedingly scant. Yet his habits of observation and his
powers of reasoning and of expressing himself in clear and
convincing English might well be coveted by the average college
undergraduate of today. A convenient illustration of these powers is
afforded by Lapham’s journal entry for October 24. 1827:
A smoky day. Mr. Henry, the engineer [of the canal], is of the
opinion that the smoke occasioning our Indian summer, as
the smoky weather is called, does not originate in the burning
prairies in the West, or in other extensive fires; but that it is
from the decay of vegetation. (If it is possible for vegetables
to be converted into smoke without combustion this will
appear very probable!!!!)
 He relates an instance of a very smoky day at New Madrid
being followed by an earthquake; this he supposed to be the
smoke that had arisen through the ground. I told him that I
supposed it was owing to a peculiar state of the atmosphere
which was unfavorable to the decomposition of smoke; to this
he made no reply.
The years of Lapham’s youth and early manhood from 1827-36 must
be passed in rapid review. Two years in all were spent on canal work
at Louisville; over three more followed at Portsmouth, Ohio; in April,
1833, the Ohio State Board of Canal Commissioners installed the
young engineer (now twenty-two years of age) as its secretary at an
annual salary of $400. Thereafter for three years his headquarters
were in the state capitol at Columbus, his work being that of
secretary of the canal commission. Meanwhile the elder Lapham,
advised and financially assisted by his sons, Darius and Increase,
had abandoned the calling of canal contractor and settled upon a
farm near Mount Tabor. This became the permanent family home,
and here Seneca Lapham acquired a well-deserved repute among his
fellows both for his sobriety of character and for his progressive
ideas and practices with respect to farming operations. In the years
under review Increase Lapham continued to pursue with enthusiasm
his scientific studies and investigations, the range of his interests
and observations widening with every passing year. Relations of
acquaintance and friendship were established with a large number of
scientific investigators, all of them, doubtless, much older than was
Lapham himself. The study of botany and zoölogy, and investigations
with respect to more scientific methods of farming were begun. In a
communication on “Agriculture in Ohio,” contributed to the Genesee
Farmer in 1833, the modern doctrine with respect to rotation of
crops and scientific renovation of the soil through the use of
fertilizers was laid down. A third of a century later, but still over a
third of a century in advance of the recent movement for the
conservation of the natural resources of the country, Lapham
followed up this general line of thought by writing and publishing as
a Wisconsin legislative document a comprehensive argument in favor
of the conservation of the state’s forest resources. Happy had it
been for both state and nation if heed had been given in time to the
vital problem to which he thus early called attention.
To a practical application of the Jacksonian theory of spoils politics
was due the migration of Lapham from the capital of Ohio to the
new-born town of Milwaukee in the spring of 1836. In later years he
humorously explained that he was “reformed” out of office and
employment in Ohio; at the time, there is reason to believe, the
blow was not considered in a humorous light. Early in his canal
career Lapham had worked under Byron Kilbourn, who now had
thrown in his fortunes with the rising young village of Milwaukee. As
a leading promoter of the coming metropolis Kilbourn had extensive
business projects in view, among them that of procuring the
construction of the Milwaukee and Rock River Canal, which would, it
was fondly believed, go far toward realizing for the nascent city her
dreams of metropolitan greatness. There was much demand for men
possessed of engineering ability, and Kilbourn, who had conceived a
friendship for Lapham which was to prove lifelong, now brought him
to Wisconsin on a salary of $1,000 a year. Thus Wisconsin became
his permanent home, for he left Milwaukee only to remove in old age
to a farm near Oconomowoc.
At the mouth of the Milwaukee River Lapham found, on his arrival on
July 3, 1836, fifty houses where a few months before had been but
two or three. In coming from the older settled portion of Ohio to
Milwaukee he had entered a new world. Chicago was still in the
height of its first mad speculative boom and conditions at Milwaukee
differed only in detail from those which prevailed at Chicago. Indeed,
on reaching Detroit on his westward journey, Lapham wrote to his
brother: “I am now, and have been since I arrived at Sandusky, in
what might very properly be called the world of speculators:
everybody you meet is engaged in some speculation; everything you
hear has some speculation at the bottom. The hotel where I am now
writing has suspended on the walls of the barroom plats of new
towns; I have added the ninth.” No wonder the impecunious young
man, engulfed in such an atmosphere, proceeded, immediately upon
his arrival at Milwaukee, to purchase three town lots for $5,000,
payable “one-half in one one-half in two years.” How did he expect
to provide the money to meet this obligation? He did not expect to
provide it; he “bought them for the purpose of selling them again at
a higher price.”
Lapham, however, was never designed for a business man, and he
never acquired more than a very modest competence in life. I have
spoken of the speculative mania which then pervaded all the newer
West merely to illustrate the sincerity of the young immigrant’s
devotion to scholarship, from the pursuit of which even the thrill and
intoxication of perhaps the greatest boom the country has ever
witnessed could detain him only momentarily. Within two weeks of
his arrival at Milwaukee he records that he has made a map of the
county (possibly a professional matter) and “done a little botanizing.”
Even earlier, while at Detroit en route to the West, he had taken time
to write Professor Asa Gray an offer to collect for him specimens
from the new region to which the writer was going. “Let me entreat
you to pay particular attention to my pets, the grasses,” wrote the
noted botanist in reply; “I will see that you have due credit for every
interesting discovery.” Six weeks after his arrival at Milwaukee
Lapham wrote to another botanical friend that he found many new
plants at Milwaukee; and that “in order to inform my friends of what
plants are found here and to enable them to indicate such as they
want I think of publishing a catalogue of such as I find.”
Thus was conceived the idea responsible for the first publication of a
scientific character within the bounds of the present state of
Wisconsin, for before the close of the year there issued from the
office of Milwaukee’s newly founded newspaper a Catalogue of
Plants and Shells, Found in the Vicinity of Milwaukee, on the West
Side of Lake Michigan, by I. A. Lapham. It would probably be safe to
affirm that this was the first scientific work to be published west of
the Great Lakes, at least to the north of St. Louis. For in literary
matters Chicago, whose commercial progress Milwaukee never
succeeded in equalling, must yield the palm of leadership to her
early North Shore rival. Leaving out of consideration one or two
lyceum lectures which were printed after delivery, the earliest
Chicago imprint of a scholarly character of which I have any
knowledge is Mrs. Kinzie’s well-known story of the Chicago
massacre, published as a pamphlet in 1844; and this, a reminiscent
family narrative, does not deserve to be regarded as scholarly in the
true sense of the term.
In 1838, two years after his arrival, Lapham began the collection of
material for a gazeteer of Wisconsin. Published at Milwaukee in
1844, it constitutes both Wisconsin’s first book of history and the
state’s first home-made book of any character to be published in
more durable binding than paper. So attractive were its merits that
an unscrupulous rival author, Donald McLeod, more adept at
wielding the scissors than the pen, promptly and brazenly plagiarized
a large portion of its contents for his History of Wiskonsan,
published, appropriately enough, by “Steele’s Press” at Buffalo, in
1846: and a copy of this fraudulent publication was recently offered
for sale by a dealer, with due encomiums upon its rarity and worth,
for the modest sum of thirty dollars.
Thus far we have followed Lapham’s career in due chronological
order. Some thirty years were yet to elapse before his death in 1875,
years crowded with earnest, self-effacing labors in the cause of
scholarship. In what follows I shall treat of his various scholarly
interests and achievements in topical order, without regard to
chronology.
Although himself self-taught Lapham’s active interest in educational
institutions persisted throughout his life. In 1843 he secured the
adoption by the territorial legislature of a resolution to Congress
petitioning a grant of land for the purpose of establishing in
Wisconsin an institution for the instruction of the deaf and dumb,
and blind, and an asylum for the insane. He is the real father of the
Milwaukee public high school system. In 1846 he donated thirteen
acres of land lying within the city limits for the purpose of
establishing the first high school. In the spring of 1848 he was
commissioned by the city as its agent to secure a loan of $16,000 in
the East for the building of schoolhouses, and he made the long trip
to New York and Boston on this public mission. In the same year he
proffered the newly authorized University of Wisconsin the gift of “a
pretty extensive herbarium” of 1,000 or 1,500 species of plants. In
March, 1848, by a meeting of citizens held at the council house “it
was deemed expedient to establish a college in this city” and an
executive committee of five townsmen was appointed with full
power to consummate the desired object. Lapham was one of the
five men charged with this weighty responsibility, and out of this
movement proceeded the “Milwaukee Female Seminary,” which
today is represented by the Milwaukee-Downer College, one of the
state’s noble institutions of higher learning. In August, 1850, as
president of the executive board of the college, Lapham had the
satisfaction of delivering to its first two graduates their diplomas.
When, in later years, he was offered a professorship in the school he
declined the position, modestly explaining that his lack of education
and of teaching experience rendered him unfit to discharge the
trust.
With our own State Historical Society his connection was long and
honorable. Before coming to Wisconsin he had actively engaged in
the work of the Ohio Historical and Philosophical Society. He hailed
with joy the formation of the State Historical Society of Wisconsin in
1849 and was one of the committee of three which drafted its first
constitution. The society being formally organized, he at once began
to labor to promote its collections. He served as its vice-president for
twelve years, and as president for ten additional years. With the
Smithsonian Institution he established relations of mutual
helpfulness almost immediately upon its organization. Of his
relations with this and other learned institutions more will be said in
connection with certain lines of investigation which he carried on.
In 1849 Dr. Lapham proposed to the American Antiquarian Society of
Worcester, Massachusetts, to make an extensive survey of the
mounds and other ancient remains in Wisconsin provided the society
would defray the actual outlay of money involved. The enterprise
thus proposed was adopted by the Antiquarian Society, as a result of
which the survey was made, the fruits of it being given to the
scientific world a few years later in Lapham’s Antiquities of
Wisconsin. This work, published under the auspices of the
Smithsonian Institution, is filled with the author’s drawings,
beautifully executed, of the numerous earthworks and mounds he
had located. Students of American archeology will always owe the
patient author a heavy debt of gratitude for having carefully plotted
and described these evidences of aboriginal habitation in Wisconsin
before the work of destruction which inevitably attended the
advance of white settlement had gained much headway.
Thus in many departments of learning—in geology, botany,
conchology, in meteorology, history, and archeology—Lapham busied
himself, acquiring repute among the scholars of Europe as in
America, all the while earning his simple living by such professional
work as he permitted himself the time to do. Perhaps no single
achievement of his possesses more of interest to the world in
general or has directly added more to the well-being and comfort of
every one of us than his work in securing the establishment of a
weather-service bureau by the national government. It cannot be
claimed that he fathered the idea of such a service and its attendant
possibility of foretelling weather conditions far enough in advance to
make the information of real commercial value. Neither can Robert
Fulton be credited with having fathered the idea of the steamboat.
Yet we rightly regard Fulton as its real inventor, since he was the
first to demonstrate the practicability of the idea. So with Lapham
and the weather bureau. For twenty years he urged upon the
Smithsonian Institution, the Wisconsin legislature, and other
agencies of society the practicability and the immense advantage of
such a government service. For twenty years, as a private individual
he made records and observations, seeking to demonstrate his
claims. But in the nature of the case (as Lapham repeatedly pointed
out) only some powerful agency like the national government could
take the many observations at different points necessary to the
success of the work, assemble their results, and make them known
throughout the nation in time to be of practical use to the public.
Finally, the persistent seeker after the public good succeeded in
attracting the notice of men powerful enough to compel the
attention of Congress. As a result the law for the incorporation of the
signal service was passed. How the result was achieved by Lapham
may best be told in the words of a man to whom he had appealed
for assistance. At the meeting of the National Board of Fire
Underwriters, held in New York in April, 1875, a resolution to appoint
a special committee to correspond with the United States Signal
Service Department in relation to wind as an element in fire risks
was under consideration when Hon. E. D. Holton rose and said:
There is a little man who lives in my town about so high
(holding his hand a little lower than his shoulders) who lives
in an obscure part of the town, and is known to comparatively
few people in the town. You go to his house and find it filled
with all the evidences of science, specimens from the
vegetable world and the mineral world. Going to London a
few years ago I was given by this little man a letter of
introduction to Sir William Hooker, custodian of the Kew
Gardens, which secured for me eminent entertainment and
influence. Five years ago as I was about to leave my house to
go to Richmond, Virginia, to attend a meeting of the National
Board of Trade, he came to my house and had a resolution
drawn to be submitted to the National Board of Trade,
declaring that the national government should organize a
service to look after the winds of the continent of America.
When I came to Richmond I presented that resolution. It
received a most eloquent second from the late General
Wolbridge, an eminent citizen of New York. The National
Board of Trade immediately passed the resolution. As soon as
it was passed I sent it to my friend, General Paine, then
member of Congress from my district in Wisconsin, and in an
 incredibly short space of time for that august body—which is
supposed to have at least as much red tape as the National
Insurance Company—it was passed. I did not expect that the
wind question would meet me at this angle of the insurance
trade, but it seems it has.
That gentleman I will name. I rise to make these remarks and
I wish to speak his name in this connection, because out of
his labors so persistent, in his humble house, so unknown to
his countrymen—for he is better known in foreign circles of
science than in his own country—and through his labors and
instrumentality, this thing has been brought into its present
shape. His name is Dr. Increase Allen Lapham of Milwaukee,
Wisconsin.
And how, it may be asked, did Lapham’s fellow-men requite his
lifelong labors devoted to the public good? The answer which must
be made affords much support to the proverbial belief in the
ungratefulness of republics. When in 1870 Congress passed the bill
providing for the weather-signal service, its execution was entrusted
to the chief signal officer of the army. By him Lapham was employed
for a short time as special assistant in the War Department at a
yearly salary of $2,000. When he sent home (he was stationed at
Chicago) to his daughter the proceeds of his first month’s wages,
she wrote to her brother as follows:
Last Friday father sent home $128.03 to be deposited as the
first money of any amount he ever received for any scientific
occupation (regular salary at least) and Thursday afternoon I
was down town and met B. He said he had been around
among some of father’s friends and collected $100 to make
father a life member of the Chicago Astronomical Society—
(You know this society owns the “big telescope” at Dearborn
Observatory).
I forbear to quote the daughter’s delighted remarks which follow;
more profitable will it be for us to consider for a moment the bitter
irony of this situation. After more than forty years of zealous public
service to receive so pitiful a salary, his first tangible reward, and to
have this discontinued within a few months time! To be fitted both
by inherent tastes and lifelong training to enjoy and profit by
membership in such an association, and yet unable, because our
countrymen estimate the services of scholars so low, to pay the
paltry membership fee! Here, indeed, is the cross on which in the
United States today we crucify scholarship.
One other matter and I shall conclude. Before he left Ohio Dr.
Lapham had labored to induce the legislature to make provision for a
geological survey of that state. From the time of his arrival in
Wisconsin he strove as an individual to carry out such a survey here.
Necessarily in order to do it thoroughly and to publish its results the
power of the state must be brought into play. At length in 1873
provision was made by statute for a geological survey of Wisconsin
and Governor Washburn appointed Dr. Lapham chief geologist to
have the direction of the enterprise. The work was pushed
vigorously and efficiently throughout the seasons of 1873 and 1874.
Suddenly, in January, 1875, Governor Taylor removed Dr. Lapham in
order to make a place for one of his spoils-seeking supporters.
According to the American Journal of Science the new geologist’s
“sole recommendation for the position was political services, no one
having ever heard of him before as acquainted with geology or any
other science.” Thus finally did our state requite its first scholar—first
certainly from the viewpoint of chronology, and probably first from
every other viewpoint. “Knowing that time, which cures all things,”
wrote the three assistant geologists he had chosen two years before,
“will do you ample justice, and feeling most strongly the irreparable
loss that the state has sustained in the disseverment of your
connection with the survey, we remain with the most sincere
respect, Your obedient servants.” As an indication of the quality of
the assistants selected by Dr. Lapham it may be noted that one of
the men who thus testified this appreciation of their deposed chief
was Thomas Chrowder Chamberlin, who has been for many years
chief geologist of the University of Chicago.
Time indeed cures all things, notwithstanding that the mills of the
gods grind slowly. Of Dr. Lapham’s spoilsman successor as chief
geologist of Wisconsin, it may still be said, as at the time of his
appointment, that his reputation as a scientist yet remains to be
made. Governor Taylor, who made the removal, sleeps in silent
Forest Hill within sight of the capitol where formerly he ruled a state;
while in the holy of holies of the beautiful new state capitol, the
governor’s reception chamber, in the midst of famous soldiers,
explorers, and legislators, an eminent artist has chosen to depict the
application of scientific knowledge to the benefit of mankind in the
person of Doctor Lapham seated at his desk, before him an open
manuscript, and on the wall nearby, supported by two children
typifying the winds, his map of the United States, showing the first
storm traced across the country. More recently still, prompted by the
urging of citizens of the locality, the federal government has given to
the highest eminence in Waukesha County, overlooking the beautiful
lake region which Dr. Lapham so loved in life, the name of Lapham
Peak. Time is slowly proving his worth. More fitting memorials than
these he could not have asked.
 A FOREST FIRE IN NORTHERN
WISCONSIN
By John L. Bracklin[1]

I had been running a steamboat on Lake Chetak and Birch Lake in

Sawyer County, Wisconsin, during the summer of 1898 and had
finished my work September 25. I arrived in Rice Lake with the
expectation of having a couple of weeks’ rest before again taking up
my duties as foreman of one of Knapp, Stout, and Company’s
logging camps for the winter. I had been in town one day, about
long enough to get cleaned up, when I went down to the company’s
office to draw some money. While I was in the general office some
one said: “Your father wants to see you in his office.” I walked into
his office and sat down. He had a map showing camp locations and
other data spread out on the desk before him, which he studied for
a few moments and then turned to me, saying: “John, how soon can
you get ready to go to the woods?” This, as you know, could have
but one answer, and that was, “Now!” “All right,” he said, “I am
somewhat alarmed about this long-continued dry spell and fires
might spring up at any moment, and none of the camps or dams in
your locality have any fire protection, such as back-firing and water-
barrels at hand. Therefore I wish you would pick up a few men and
whatever you might need and get up to your camp, make your
headquarters there, and look after the camps in that vicinity,
namely: Mulvaney’s, Aronson’s, Knutson’s, Max Down’s, Thompson’s,
and the old Ahern Camp on Sucker Creek.”
I swallowed the disappointment of a contemplated trip to
Minneapolis to see the only girl I ever thought very much of, whom I
had not seen for about eight months, and stepping over to the
shipping clerk’s desk, I wrote up a list of food supplies and a
requisition for a team to move the same, expecting to start the
following morning. I went out on the street to pick up some men
and came across Lee Miller and Frank Wirth, inseparable pals, who
had worked for me the previous winter. I asked them how soon they
would be ready to go to the woods, and they said, “Right now.” “All
right,” said I, “pack your sacks and be here at six in the morning,
and we will load the team and go.” While we were talking, another
man came along, Julius Peterson by name, a hunchback, who,
notwithstanding his deformity, was considered one of the best
sawyers that ever felled a tree. He also was willing to start
immediately, so I went over to the hotel and wrote the only girl—
who, by the way, has been my wife for the past seventeen years—
that I would have to defer that visit for another seven or eight
months. I got my clothes packed again, and at six-thirty the
following morning we were on our way to my camp at the head of
Birch Lake, a distance of about thirty miles.
We arrived at Cedar Lake Dam for dinner and at camp about eight
o’clock the night of September 27, 1898. We opened the door of the
cook-shanty very cautiously, so as not to disturb a family of skunks
who yearly took up their abode under the floors of the camps during
the summer months. They did not approve of being disturbed, and
from past experiences we decided not to make any unnecessary
noise, such as moving tables and heavy boxes along the floors, until
such time as they might be more accustomed to our presence. We
built a fire in the stove and made some coffee, and after what we
called a “store-feed,” consisting of cheese, crackers, and sardines,
we spread our blankets upon the floor to sleep as only men of that
day could. We arose about five-thirty on the morning of the twenty-
eighth, had another store-breakfast, unloaded the wagon, and
started the team back to town. Then the great question confronted
us as to who was to do the cooking. The regular cook for the winter,
Herman Gottschalk, could not be had for at least two weeks, as he
was cooking for the rafting-crews at Reed’s Landing. Frank Wirth
finally agreed to a compromise: he was to do the cooking until such
time as the first man should kick and then said man was to cook
until someone else should kick, to which we all agreed.
Leaving Wirth at the camp to cook up a regular dinner, Miller,
Peterson, and I left for Mulvaney’s Camp to see what condition it
would be in, if we had the unexpected fire. We arrived there about
ten o’clock and opened up the blacksmith shop, got out empty
barrels, cooking utensils, and everything that would hold water, and
started Miller out to round up a couple of yokes of cattle. He
returned in an hour or so with about ten head. We selected two
yokes out of the bunch and, hooking them up to a breaking-plow,
plowed about a dozen furrows around the camp, after which we
turned them loose. They immediately started off in a westernly
direction, which you may call animal instinct if you will, for we
afterward found that to be the only possible direction they could
have taken and evaded the fire, which unbeknown to us was so soon
to follow. We sat down and smoked our pipes and joked about the
unnecessary precaution of filling the barrels, as at that time it was
one of the prettiest autumn days I have ever seen, not a cloud in
the sky, not a breeze stirring, no sign of smoke anywhere, and no
possible chance, apparently, of there ever being a fire. Nevertheless,
we were carrying out instructions and we set to work to fill up the
barrels, which took about an hour.
We had just filled the barrels on the roof of the long barns, when
Miller, who was on top of one of the barns, called my attention to a
cloud of smoke that had suddenly sprung up on the horizon about
five or six miles to the south and west of us. I climbed up on the
roof of the barn, where I could get a better view. The wind suddenly
arose and within ten minutes it had attained the velocity of a
cyclone; what followed happened so quickly it has never as yet been
quite clear to me. I can remember the black cloud settling down and
in less time than it takes to write this, the fire was upon us—not on
the ground as you might imagine, but in the air. The heat became
terrific and the first sign of a blaze sprang up in the top of a broken
stump about twenty feet in height and a hundred feet from the
sleeping-shanty.
I jumped off the roof of the barn, grabbed up a water bucket,
Peterson doing the same, and ran for the sleeping-shanty, a distance
of about 150 feet. Before we could reach it, it was afire. We threw
several buckets of water upon it, but the water might have been
kerosene for all the good it did. Seeing it was useless to try to save
the sleeping-shanty or the cook-shanty, which were only a few feet
apart, we ran back to the barns, thinking to save them. This may
sound dubious, but it all happened within twenty minutes of the time
we first saw smoke four or five miles away. As quickly as we reached
the barn I motioned to Miller to dump the barrels of water which we
had placed there; those buildings, if you remember them, were each
about sixty feet in length, standing parallel, with a hay shed
between, which contained about ten tons of baled hay left over from
the previous winter. While Miller ran to the far end of the barn,
upsetting the six or seven barrels as he ran, Peterson and I were
throwing water on the hay shed. I don’t suppose we had thrown
more than ten or twelve buckets when the roof of the barn took fire.
As I said before, the fire seemed to be in the very air, for strange as
it may seem, the dry grass and leaves around the buildings were not
yet burned. In less than a minute the roof was afire from one end to
the other. I motioned to Miller to jump off. He did so and ran
towards me. When he got near enough so that I could hear, he
yelled: “What in hell will we do now, and which way will we go?”
Then for the first time I realized the danger we were in. A glance
around showed only one way open and that was due north towards
a wall of virgin green timber, a distance of about 500 yards. The
ground between us and the edge of the timber had been logged the
previous winter, leaving treetops and brush piled up here and there
in great heaps—you know how it would look after being logged. How
we got to the edge of the timber I can hardly remember, but in the
excitement I still had the empty water-bucket in my hand. We
reached the timber to find that the fire had beaten us. Perhaps a
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