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Contents
Preface xv Experiential Exercise: Ethics in Organizational

Behavior 24
Generating OB Insights 25
PART ONE Nurturing Your Critical Thinking and Reflective
FUNDAMENTALS OF Skills 26
ORGANIZATIONAL BEHAVIOR 1 Facebook Page 3
Engaging Your Brain 4
What Managers Are Reading 8
Chapter 1 What Managers Are Reading 12
The Dynamics of People and On the Job: Microsoft Corporation 16
Organizations 2 On the Job: U.S. Navy 18
Advice to Future Managers 20
CHAPTER OBJECTIVES 2
Understanding Organizational Behavior 4
Definition 4 Chapter 2
Goals 5 Models of Organizational Behavior 28
Forces 5
Positive Characteristics of the Organizational CHAPTER OBJECTIVES 28
Behavior Field 7 An Organizational Behavior System 30
Fundamental Concepts 9 Elements of the System 30
The Nature of People 9 Models of Organizational Behavior 33
The Nature of Organizations 11 The Autocratic Model 36
Basic Approaches of This Book 12 The Custodial Model 37
A Human Resources (Supportive) Approach 13 The Supportive Model 39
A Contingency Approach 13 The Collegial Model 40
A Results-Oriented Approach 14 The System Model 41
A Systems Approach 15 Conclusions about the Models 43
Limitations of Organizational Behavior 17 SUMMARY 45
Behavioral Bias 17 Terms and Concepts for Review 45
The Law of Diminishing Returns 18 Discussion Questions 45
Unethical Treatment of People and Use of Assess Your Own Skills 45
Resources 18 Incident: The New Plant Manager 47
Continuing Challenges 19 Experiential Exercise: The Rapid
Seeking Quick Fixes and Using Old Corporation 48
Solutions 19 Generating OB Insights 48
Varying Environments 20 Nurturing Your Critical Thinking and Reflective
Definitional Confusion 20 Skills 49
SUMMARY 21 Facebook Page 29
Terms and Concepts for Review 21 Engaging Your Brain 30
Discussion Questions 21 On the Job: IKEA Corporation 31
Assess Your Own Skills 22 On the Job: IBM and 3M Co. 38
Incident: The Transferred Sales On the Job: The Calvert Group 39
Representative 23 On the Job: Nashville Bar Association 41
vii
viii Contents
On the Job: Starbucks Coffee Co. 43 Chapter 4

Advice to Future Managers 44 Social Systems and Organizational
Culture 84
Chapter 3 CHAPTER OBJECTIVES 84
Managing Communications 52 Understanding a Social System 86
CHAPTER OBJECTIVES 52 Social Equilibrium 86
Communication Fundamentals 54 Functional and Dysfunctional Effects 87
The Importance of Communication 54 Psychological and Economic Contracts 87
The Two-Way Communication Process 55 Social Culture 89
Potential Problems 58 Cultural Diversity 89
Communication Barriers 59 Social Culture Values 90
Communication Symbols 61 Role 92
Pictures 63 Role Perceptions 93
The Impact of Barriers on the Communication Mentors 93
Process 64 Role Conflict 95
Downward Communication 65 Role Ambiguity 96
Prerequisites and Problems 65 Status 96
Communication Needs 66 Status Relationships 96
Upward Communication 67 Status Symbols 97
Difficulties 67 Sources of Status 98
Upward Communication Practices 68 Significance of Status 98
Other Forms of Communication 71 Organizational Culture 99
Lateral Communication 71 Characteristics of Cultures 100
Social Networking and Electronic Measuring Organizational Culture 101
Communication 72 Communicating and Changing Culture 102
Informal Communication 75 Fun Workplaces 105
Features of the Grapevine 76 SUMMARY 107
Rumor 76 Terms and Concepts for Review 107
SUMMARY 77 Discussion Questions 107
Terms and Concepts for Review 78 Assess Your Own Skills 108
Discussion Questions 78 Incident: Liberty Construction Company 109
Assess Your Own Skills 79 Experiential Exercise: Role Perceptions of Students
Incident: A Breakdown in Communications 80 and Instructors 109
Experiential Exercise: Communication Generating OB Insights 110
Style 81 Nurturing Your Critical Thinking and Reflective
Generating OB Insights 81 Skills 111
Nurturing Your Critical Thinking and Facebook Page 85
Reflective Skills 82 Engaging Your Brain 86
Facebook Page 53 On the Job: Ford Motor Company 87
Engaging Your Brain 54 On the Job: Wipro Limited 92
On the Job: Montana Log Homes 57 On the Job: Creative Training Techniques 97
What Managers Are Reading 58 On the Job: National Bank of Georgia,
On the Job: Lake Superior Paper Home Box Office, and Lake Superior Paper
Industries 63 Industries 99
On the Job: Diamond Tool 67 On the Job: General Mills Co. 100
On the Job: McDonnell Douglas 68 On the Job: Motorola Company 104
On the Job: Haworth Company 70 On the Job: Zappos, Inc. 105
Advice to Future Managers 78 Advice to Future Managers 106
Contents ix
PART TWO On the Job: Ladies Professional Golf

MOTIVATION AND REWARD Association 126
On the Job: Blandin Paper Co., Pfeiffer-
SYSTEMS 113
Hamilton Publishers, and Grandma’s
Restaurants 127
Chapter 5
On the Job: Collins Food International 129
Motivation 114 On the Job: Ripple River Motel 131
CHAPTER OBJECTIVES 114 Advice to Future Managers 139
A Model of Motivation 116
Motivational Drives 118 Chapter 6
Achievement Motivation 118 Appraising and Rewarding
Affiliation Motivation 119
Performance 146
Power Motivation 119
Managerial Application of the Drives 120 CHAPTER OBJECTIVES 146
Human Needs 120 A Complete Program 148
Types of Needs 120 Money as a Means of Rewarding Employees 149
Maslow’s Hierarchy of Needs 121 Application of the Motivational Models 149
Herzberg’s Two-Factor Model 122 Additional Considerations in the Use of Money 153
Alderfer’s E-R-G Model 124 Organizational Behavior and Performance
Comparison of the Maslow, Herzberg, and Alderfer Appraisal 154
Models 124 Appraisal Philosophy 155
Behavior Modification 125 The Appraisal Interview 156
Law of Effect 125 Performance Feedback 157
Alternative Consequences 126 Economic Incentive Systems 164
Schedules of Reinforcement 128 Purposes and Types 164
Interpreting Behavior Modification 128 Incentives Linking Pay with Performance 164
Goal Setting 129 Wage Incentives 166
Elements of Goal Setting 130 Profit Sharing 167
The Expectancy Model 131 Gain Sharing 168
The Three Factors 132 Skill-Based Pay 169
How the Model Works 133 SUMMARY 170
Interpreting the Expectancy Model 134 Terms and Concepts for Review 171
The Equity Model 135 Discussion Questions 171
Interpreting the Equity Model 137 Assess Your Own Skills 172
Interpreting Motivational Models 138 Incident: Plaza Grocery 173
SUMMARY 138 Experiential Exercise: Performance Appraisal/Reward
Terms and Concepts for Review 139 Philosophy 174
Discussion Questions 140 Generating OB Insights 175
Assess Your Own Skills 140 Nurturing Your Critical Thinking and Reflective
Role-Play: The Downsized Firm 142 Skills 176
Incident: The Piano Builder 142 Facebook Page 147
Experiential Exercise: Are Grades Engaging Your Brain 148
Motivators? 143 On the Job: Lincoln Electric Company 149
Generating OB Insights 144 What Managers Are Reading 152
Nurturing Your Critical Thinking and Reflective On the Job: Wells Fargo Bank 153
Skills 144 On the Job: HCL Technologies 159
Facebook Page 115 What Managers Are Reading 160
Engaging Your Brain 117 On the Job: Nucor Steel Co. 166
What Managers Are Reading 119 On the Job: The Andersen Corporation 168
x Contents
On the Job: Turner Brothers Trucking 169 On the Job: Mackay Envelope
Advice to Future Managers 170 Company 181
On the Job: Southwest Airlines 183
PART THREE Advice to Future Managers 198
LEADERSHIP AND
EMPOWERMENT 177 Chapter 8
Empowerment and Participation 204
Chapter 7
Leadership 178
The Nature of Empowerment and
CHAPTER OBJECTIVES 178 Participation 206
The Nature of Leadership 179 What Is Empowerment? 206
Management and Leadership 180 What Is Participation? 207
Traits of Effective Leaders 181 Why Is Participation Popular? 209
Leadership Behavior 182 How Participation Works 210
Situational Flexibility 184 The Participative Process 210
Followership 184 The Impact on Managerial Power 211
Behavioral Approaches to Leadership Prerequisites for Participation 212
Style 185 Contingency Factors 213
Positive and Negative Leaders 185 Programs for Participation 217
Autocratic, Consultative, and Participative Suggestion Programs 217
Leaders 187 Quality Emphasis 218
Leader Use of Consideration and Structure 187 Rapid-cycle Decision Making 219
Contingency Approaches to Leadership Self-Managing Teams 219
Style 188 Employee Ownership Plans 220
Fiedler’s Contingency Model 188 Flexible Work Arrangements 220
Hersey and Blanchard’s Situational Leadership Important Considerations in Participation 221
Model 190 Benefits of Participation 221
The Path-Goal Model of Leadership 191 Limitations of Participation 221
Vroom’s Decision-Making Model 193 A New Role for Managers 223
Alternative Perspectives on Leadership 194 Concluding Thoughts 223
Neutralizers, Substitutes, and Enhancers SUMMARY 223
for Leadership 195 Terms and Concepts for Review 224
Coaching 196 Discussion Questions 224
An Integrative Model of Leadership Assess Your Own Skills 225
Behaviors 197 Incident: Joe Adams 226
Other Approaches 197 Experiential Exercise: Empowerment through
SUMMARY 198 Participation 227
Terms and Concepts for Review 198 Generating OB Insights 227
Discussion Questions 199 Nurturing Your Critical Thinking and Reflective
Assess Your Own Skills 199 Skills 228
Incident: The Work Assignment 200 Facebook Page 205
Experiential Exercise: Application of Leadership Engaging Your Brain 206
Models 201 On the Job: Xerox Corporation 209
Generating OB Insights 201 On the Job: University of Minnesota
Nurturing Your Critical Thinking and Reflective Duluth 211
Skills 202 On the Job: Avon Products 215
Facebook Page 179 On the Job: AK Steel 221
Engaging Your Brain 180 Advice to Future Managers 224
Contents xi
PART FOUR Chapter 10

INDIVIDUAL AND INTERPERSONAL Issues between Organizations
BEHAVIOR 229 and Individuals 258
Chapter 9 Areas of Legitimate Organizational Influence 260
Employee Attitudes and Their A Model of Legitimacy of Organizational Influence 261
Effects 230 Off-the-Job Conduct 261
CHAPTER OBJECTIVES 230 Rights of Privacy 262
The Nature of Employee Attitudes 232 Policy Guidelines Relating to Privacy 262
Job Satisfaction 233 Surveillance Devices 263
Job Involvement 235 Honesty Testing 264
Organizational Commitment 236 Health Issues and Privacy 264
Work Moods 237 Treatment of Alcoholism 264
Employee Engagement 238 Drug Abuse 265
Effects of Employee Attitudes 238 Genetic Testing 266
Employee Performance 239 Discrimination 267
Turnover 240 Discipline 268
Absences and Tardiness 242 Quality of Work Life 269
Theft 244 A Rationale 269
Violence 245 Job Enlargement vs. Job Enrichment 270
Other Effects 245 Applying Job Enrichment 271
Studying Job Satisfaction 246 Core Dimensions: A Job Characteristics
Benefits of Job Satisfaction Studies 246 Approach 272
Use of Existing Job Satisfaction Enrichment Increases Motivation 274
Information 247 Social Cues Affect Perceptions 274
Critical Issues 247 Contingency Factors Affecting Enrichment 275
Using Survey Information 248 The Individual’s Responsibilities to the
Using the Company Intranet 249 Organization 276
Changing Employee Attitudes 250 Organizational Citizenship 276
SUMMARY 251 Dues-Paying 277
Terms and Concepts for Review 251 Blowing the Whistle on Unethical Behavior 277
Discussion Questions 251 Mutual Trust 279
Assess Your Own Skills 252 SUMMARY 279
Incident: Barry Niland 253 Terms and Concepts for Review 280
Experiential Exercise: Attitudes in the Discussion Questions 281
Classroom 254 Assess Your Own Skills 281
Generating OB Insights 254 Incident: Two Accounting Clerks 283
Nurturing Your Critical Thinking and Reflective Experiential Exercise: The Enriched Student 283
Skills 255 Experiential Exercise: Practicing Organizational
Facebook Page 231 Citizenship 284
Engaging Your Brain 232 Generating OB Insights 284
What Managers Are Reading 236 Nurturing Your Critical Thinking and Reflective
On the Job: Valero Energy, Skills 285
GE, Home Depot, SAS Institute, Facebook Page 259
Genentech, NetApp, Boston Consulting Engaging Your Brain 260
Group 242 On the Job: Google 264
On the Job: Drakenfeld Colors 243 On the Job: Atlas Powder Company 266
On the Job: Jeno’s Pizza 244 On the Job: R. F. White Company 267
Advice to Future Managers 250 On the Job: St. Regis Paper Company 273
xii Contents
What Managers Are Reading 278 The Nature of Informal Organizations 317
Advice to Future Managers 280 Comparison of Informal and Formal
Organizations 317
Chapter 11 How Does the Informal Organization Emerge? 318
Informal Leaders 318
Conflict, Power,
Benefits of Informal Organizations 320
and Organizational Politics 286
Problems Associated with Informal Organizations 322
CHAPTER OBJECTIVES 286 Monitoring Informal Organizations 323
Conflict in Organizations 288 Influencing Informal Organizations 324
The Nature of Conflict 288 Formal Groups 324
Levels of Conflict 289 Committees 325
Sources of Conflict 290 Systems Factors to Consider 325
Effects of Conflict 293 Structured Approaches 330
A Model of Conflict 293 Potential Outcomes of Formal Group Processes 333
Assertive Behavior 298 Consensus: A Key Issue in Decision-Making
Facilitating Smooth Relations 299 Groups 334
Stroking 299 Weaknesses of Committees 336
Power and Politics 301 SUMMARY 339
Types of Power 301 Terms and Concepts for Review 340
Effects of Power Bases 302 Discussion Questions 340
Organizational Politics 302 Assess Your Own Skills 341
Influence and Political Power 303 Incident: The Excelsior Department Store 342
SUMMARY 306 Experiential Exercise: Choosing Your Leader 342
Terms and Concepts for Review 307 Experiential Exercise: Examining Social
Discussion Questions 308 Networks 343
Assess Your Own Skills 308 Generating OB Insights 343
Incident: The Angry Airline Nurturing Your Critical Thinking and Reflective
Passenger 309 Skills 344
Experiential Exercise: Assessing Political Facebook Page 315
Strategies 310 Engaging Your Brain 316
Generating OB Insights 310 What Managers Are Reading 326
Nurturing Your Critical Thinking and Reflective On the Job: Unilever and KeyGene 327
Skills 311 Advice to Future Managers 339
Facebook Page 287
Engaging Your Brain 288 Chapter 13
Teams and Team Building 346
On the Job: Southwest Airlines 293
On the Job: Merrill Lynch 300 CHAPTER OBJECTIVES 346
Advice to Future Managers 307 Organizational Context for Teams 348
Classical Concepts 348
Matrix Organization 349
PART FIVE Teamwork 350
GROUP BEHAVIOR 313 Life Cycle of a Team 350
Potential Team Problems 352
Chapter 12 Ingredients of Effective Teams 354
Team Building 356
Informal and Formal Groups 314
The Need for Team Building 357
CHAPTER OBJECTIVES 314 The Process 357
Group Dynamics 316 Specific Team-Building Issues 357
Types of Groups 317 Skills Useful in Team Building 358
Contents xiii
Characteristics of Mature Teams 360 Discussion Questions 398

Individual Territories vs. Team Spaces 361 Assess Your Own Skills 398
Self-Managing Teams 362 Incident: The New Sales Procedures 400
Virtual Teams 364 Experiential Exercise: The Industrial Engineering
SUMMARY 365 Change 400
Terms and Concepts for Review 366 Experiential Exercise: Applying Force-Field
Discussion Questions 366 Analysis 401
Assess Your Own Skills 367 Generating OB Insights 401
Incident: Conflict in the Division 368 Nurturing Your Critical Thinking and Reflective
Experiential Exercise: Readiness for Self-Managing Skills 402
Teams 368 Facebook Page 375
Experiential Exercise: Team Building 369 Engaging Your Brain 376
Generating OB Insights 369 On the Job: Johnsonville Foods 387
Nurturing Your Critical Thinking and Reflective On the Job: Delphi Corporation’s Oak Creek
Skills 370 Plant 391
Facebook Page 347 On the Job: Roadway Express 396
Engaging Your Brain 348 Advice to Future Managers 397
On the Job: General Electric 360
On the Job: Orpheus Chamber Orchestra 362 Chapter 15
On the Job: Accenture 365
Advice to Future Managers 366
Stress and Counseling 404
PART SIX Employee Stress 406
What Stress Is 406
CHANGE AND ITS EFFECTS 373
Extreme Products of Stress 407
Chapter 14 A Model of Stress 411
Job-Related Causes of Stress 411
Managing Change 374 Nonwork Stressors 413
CHAPTER OBJECTIVES 374 Frustration 413
Change at Work 376 Stress and Job Performance 415
The Nature of Change 376 Stress Vulnerability 416
Responses to Change 377 Approaches to Stress Management 417
Costs and Benefits 380 Employee Counseling 420
Resistance to Change 381 What Counseling Is 420
Nature and Effects 381 Need for Counseling 420
Reasons for Resistance 382 What Counseling Can Do 421
Types of Resistance 383 The Manager’s Counseling Role 423
Possible Benefits of Resistance 384 Types of Counseling 423
Implementing Change Successfully 385 Directive Counseling 423
Transformational Leadership and Change 385 Nondirective Counseling 424
Three Stages in Change 387 Participative Counseling 426
Manipulating the Forces 388 A Contingency View 426
Building Support for Change 389 SUMMARY 427
Understanding Organization Development 392 Terms and Concepts for Review 428
Foundations of OD 392 Discussion Questions 428
Characteristics of Organization Development 394 Assess Your Own Skills 429
Interventions at Many Levels 395 Incident: Unit Electronics Company 430
The Organization Development Process 396 Experiential Exercise: Assessment of Stress-Related
SUMMARY 397 Behaviors 431
Terms and Concepts for Review 398 Generating OB Insights 431
xiv Contents
Nurturing Your Critical Thinking and Reflective Experiential Exercise: Adaptability to a Multicultural
Skills 432 Assignment 457
Facebook Page 405 Generating OB Insights 458
Engaging Your Brain 406 Nurturing Your Critical Thinking and Reflective
What Managers Are Reading 409 Skills 459
On the Job: Rhino Foods and Quaintance- Facebook Page 437
Weaver Restaurants 410 Engaging Your Brain 438
On the Job: U.S. Postal Service 411 On the Job: Fluor Corporation 443
On the Job: Polaroid Corporation 420 On the Job: Air France 444
Advice to Future Managers 427 On the Job: Toyota–General Motors’ Fremont
Plant 445
PART SEVEN Advice to Future Managers 453
EMERGING ASPECTS OF
ORGANIZATIONAL BEHAVIOR 435 PART EIGHT
CASE PROBLEMS 461
Chapter 16
INTRODUCTION 463
Organizational Behavior across
1. The Virtual Environment
Cultures 436 Work Team 464
CHAPTER OBJECTIVES 436 2. The Teaching Hospital 467
Understanding the Context of International OB 438 3. Creative Toys Company 472
Individual-Difference Factors 439 4. Eastern International Food Service
Social Conditions 441 Corporation 475
Legal and Ethical Environment 442 5. The Goodman Company 478
Political Conditions 443 6. Falcon Computer 484
Economic Issues 444 7. Consolidated Life 486
Cultural Contingencies 445 8. Video Electronics Company 491
Developing Managers for International 9. Elite Electric Company 494
Assignments 446 10. The Patterson Operation 500
Barriers to Cultural Adaptation 446 11. TRW—Oilwell Cable Division 504
Overcoming Barriers to Cultural Adaptation 449
Cross-Cultural Communication 452 Glossary 512
Transcultural Managers 453
SUMMARY 454 References 528
Terms and Concepts for Review 454 Name Index 543
Discussion Questions 455
Assess Your Own Skills 455 Subject Index 545
Incident: The Piedmont Company 456
Preface
A ROADMAP FOR READERS: INVITATION TO A JOURNEY
OF BEHAVIORAL LEARNING
Have you had at least part-time experience in some form of business or voluntary orga-
nization? If so, you have quickly learned that not all behavior—whether your own, your
manager’s, or that of your associates—is entirely rational. And you may have pondered a
series of questions about what you saw and felt:
• Why do people behave as they do at work?
• How can individuals, groups, and whole organizations work together more effectively
within the increasing pace of corporate change, dramatic restructurings and downsiz-
ings, global recessions, and intense competition?
• What can managers do to motivate employees toward greater levels of performance?
• What responsibility do managers have for ensuring employee satisfaction?
• What can you learn from theory, research, and the experiences of other managers to
help you become an effective future manager?
These and many other questions provide the background for this fourteenth edition of
Organizational Behavior: Human Behavior at Work. In the next few paragraphs I will
guide you on your journey through this book by providing you with a “roadmap”—an
introduction to some of the key topics and methods that form the critical pathway for your
learning journey.
Great progress has been made in the field of organizational behavior (OB) in recent
years. One long-time observer, after conducting an extensive study, concluded that “a con-
sensus regarding the theoretical knowledge possessed by the field seems to be emerging.”1
New theories have appeared on the scene, others have been validated, and some have
begun to fade into oblivion. Organizational behavior, while recording great progress, still
faces many questions and opportunities for improvement. This book pulls together the best
and most current knowledge and provides rich insights into people at work in all kinds of
situations and organizations.
One criticism of the OB field is that it has largely ignored the needs of practitioners. By
contrast, this book makes a major effort to include numerous examples of real-life work
situations, and dozens of these are identified by name. In addition, the chapter-closing
“Advice to Future Managers” sections provide extensive lists of practical suggestions that
can guide managers for years into the future. The book is characterized by its applied
orientation, including a variety of end-of-chapter experiential approaches that encour-
age readers to reflect on what they have read and engage in self-examination. The text is
designed to be kept as a reference guide, and it includes 160 action prescriptions for
practical guidance (see the summary of managerial prescriptions in Appendix B).
These rules form one powerful basis for a critical managerial skill—that of deductive
reasoning. Once you grasp the rule and understand the underlying rationale (theory) for
it, you can then derive useful observations and conclusions in a specific situation on your
own. (This is a process of moving from the general to the particular.) You can also develop
the complementary skill of inductive reasoning, which is combining an observation of an
event with a relevant explanation to infer new rules (action prescriptions) for yourself.
(This is a process of moving from the particular to the general.) These scientific processes
are aided by four skills, as discussed below.
xv
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xvi Preface
FOUR LIFELONG SKILLS

This book is written in part to encourage and promote the development of four distinct but
complementary thought processes by students—insights, causal analysis, critical thinking,
and reflection.
Insights are basically those “Ah-ha!” moments when the metaphoric light bulb goes on
in your brain and you reach a meaningful conclusion (new perception) about something.
You are asked to search for and generate these via the “Generating Organizational Behav-
ior (OB) Insights” exercise at the end of each chapter.
A second major objective is to encourage you to think about logical and research-based
connections between relevant variables. This causal thinking involves the capacity to
identify an independent factor that, when present or introduced, results in a predictable
consequence (good or bad).
Business leaders continually admonish younger managers to engage in critical thinking3—
to ask penetrating questions, examine underlying assumptions, search for probable unin-
tended consequences, detect inconsistencies in arguments, be sensitive and alert to the
agendas and motivations of others, objectively appraise the merits of positions held by
others, balance the needs of different stakeholders, and even challenge the mental models
and theories espoused by others. Useful practice in critical thinking can be gained while
reading this book as you search for behavioral insights, derive conclusions from material
read, and challenge the utility of various concepts.
Reflection suggests pondering an idea, probing its meaning, reconsidering a position,
or engaging in careful thought. Despite its possible connotation as a passive process, it is
best viewed as an active mental activity in which you think deeply about something, relate
it to previous experiences or relevant material, explore reasons for observed phenomena,
review and analyze what you have encountered, and reach new insights into the material.
Reflection requires that you open your mind and become receptive to the new ideas and
different perspectives offered by others.4 Throughout this book, I encourage you to develop
your critical thinking and reflection skills by asking many “Why?” and “How” questions.
You are given an opportunity to demonstrate these skills in the end-of-chapter exercises,
“Nurturing Your Critical Thinking and Reflective Skills.”
Earlier editions of this book have been tested on the firing line in university class-
rooms and in organizations for many years, and revised substantially over time to reflect
new developments. Many ideas—both for additions and deletions of material—offered by
long-time users of previous editions and other insightful reviewers are incorporated into
this new edition. Many topical ideas, figures, and applied examples have been provided by
professors and managers from around the country and around the world. I actively solicit
comments to help make this book even more useful in the future. I listen, I care about your
input, and I strive to produce a high-quality, well-documented, useful product. I invite you
to contact me via the Internet ([email protected]) with any comments, ideas, or ques-
tions you may have.
THE AUTHOR’S ROLE

How is a book like this created and updated? I begin by continuously immersing myself in
the thinking, research, and practice of organizational behavior to gain an in-depth under-
standing of hundreds of concepts. I keep abreast of new developments by regularly reading
dozens of journals and books, as well as interacting with managers in a variety of orga-
nizations. Then, I develop a logical and engaging organizational framework and proceed
to identify the most important elements for inclusion. Finally, I organize and present the
information in ways that will help readers learn and retain the ideas.
Preface xvii
My primary objective is to produce a book that is accurate, useful, up-to-date, and

engaging. Content and substance are emphasized, and I present the material in an orga-
nized and provocative fashion that will enable readers to integrate the various parts of this
discipline into a whole philosophy of organizational behavior. The fourteenth edition has
been upgraded with thorough citations to recent research and practice, which indicate the
basis for my conclusions and advice.
Where appropriate, I include alternative viewpoints on a subject or express the weak-
nesses inherent in a particular model or concept. There are no simple answers to complex
behavioral issues. I encourage readers to do their own thinking and to integrate a vari-
ety of perspectives. Consequently, I believe this book will serve as a valuable foundation
of behavioral knowledge. I hope it will stimulate readers to enrich their understanding
through continued study of organizational behavior. Many prior students have chosen to
retain their copy of Organizational Behavior, and they refer to it as a valuable reference
manual when they encounter real-world problems and issues.
FEATURES OF THE BOOK

Many features of Organizational Behavior: Human Behavior at Work stand out in the eyes
of its users. The most notable is its careful blending of theory with practice, so that
its basic theories come to life in a realistic context. Readers learn that concepts and models
do apply in the real world and help build better organizations for a better society. The ideas
and skills learned in organizational behavior can help readers cope better with every aspect
of their lives.
Another popular feature is the large number of examples of real organizational
situations. These real-life vignettes show how actual organizations operate and how peo-
ple act (sometimes unexpectedly!) in specific situations. Most of the major concepts in this
book are illustrated with one or more of these true examples.
A feature highly appreciated by both faculty and students is the book’s readability.
I have maintained a moderate vocabulary level, manageable sentence length, and a read-
able style to present a complex field in understandable language. Variety—provided by
figures, practical illustrations, margin notes, and research results—enhances the readability
by presenting a refreshing change of pace from content discussions. I have also woven
into the text a wide variety of rich analogies (e.g., “People are like snowflakes; no two are
alike”) to help you “see” a concept from a more common perspective.
Other features of the book include:
• A detailed table of contents to locate major topics
• Provocative quotes at the beginning of each chapter to stimulate thought and in-class
discussion, and margin notes to highlight key concepts
• A “Facebook” page provides a glimpse into the chapter topics via the exchanges
between two or more students
• Chapter-opening illustrations preceding every chapter to engage the reader in a real-life
issue
• “Engaging Your Brain” questions get you to think about some of the chapter material
before you have even read the content.
• A widely accepted, and specially updated, presentation of five models of organizational
behavior that provides an integrating framework throughout the book
• Strong, and early, coverage of employee communication
• A comprehensive chapter on motivational theories and another on their application to
reward systems in organizations
xviii Preface
• A chapter on empowerment and participation that is unique among organizational

behavior books in capturing this highly contemporary approach
• Discussion of international issues in organizational behavior so students can later
examine how selected concepts might require adaptation to other cultures
• A unique discussion of the limitations of organizational behavior to provide yet another
balanced perspective
• At least one behavioral incident for analysis and one experiential exercise to involve
students in their own learning, at the end of every chapter
• A comprehensive glossary of terms at the end of the book, providing a concise
definition-at-a-glance for about 400 key organizational behavior terms
• A 16-chapter structure that accents the issues of greatest importance in organizations
today—motivation, leadership, conflict and power, groups and teams, and the nature
of change and its effects
• Substantial coverage of teams—their organizational context, factors that make them
successful, and team-building processes that help members work together more
effectively
• A distinctive in-chapter exercise, called “Critical Thinking Exercise,” that encourages
students to identify the likely positive and negative effects of a variety of behavioral
concepts
• A unique feature, called “What Managers Are Reading” that provides concise summa-
ries of recent best-selling books related to the chapter content
• Boxes within each chapter that focus on ethical questions in organizational behavior or
real company examples
• Special emphasis on practicality, as evidenced by the inclusion of “Advice to Future
Managers” to guide managers toward improved practice of organizational behavior
• An end-of-chapter exercise, “Nurturing Your Critical Thinking and Reflection Skills,”
designed to facilitate your development in this area
• The inclusion of Appendix A, which encourages students to insert their scores from the
“Assess Your Own Skills” exercise, compare their own assessments with those of oth-
ers, and develop a personalized self-improvement plan
• The development of a “Generating OB Insights” exercise at the end of each chapter,
in which students are encouraged to review the text material and create a set of 10 key
insights gained that will help them build a strong base of OB knowledge
You are about to embark on a journey of learning about key behavioral concepts that have
been proven to be useful to managers at every level of an organization. I sincerely hope this
“roadmap” helps you get started and guides you successfully to your chosen destination!
John W. Newstrom
Preface for Instructors
I encourage you to read my open “letter” to students in the preceding four pages, and to
embrace and reinforce the themes I have presented there. Now I will briefly highlight the
learning aids I have used in this book, the instructional aids available to you, and provide
well-earned acknowledgments to a variety of people.
Major features included in each chapter are chapter objectives, introductory quotations
and incidents, a chapter summary, terms and concepts for review, and true case incidents
for analysis in terms of chapter ideas. All chapters contain thorough and both classical and
up-to-date references that provide a rich source of additional information for the interested
reader. These come from a wide variety of sources, covering both academic and practi-
tioner-related publications, to demonstrate that useful knowledge and illustrations can be
found in many places. I encourage students to refer to these references regularly, since
they not only indicate the source of information but often provide an interesting histori-
cal perspective on an issue or a counter vailing viewpoint. There are also numerous dis-
cussion questions, many of which require thought, encourage insight, or invite readers to
analyze their own experiences in terms of the ideas in the chapter. Other questions suggest
appropriate group projects. Each chapter also contains an experiential exercise to involve
students in the application of a chapter concept.
A wide array of new material is incorporated into the fourteenth edition of this book.
New topics covered include sustainability, paradigm shifts, transparency, work–family
conflict, countercultures, reverse mentoring, high-energy (vs. fatigued) workers, posi-
tive contagion, perceptual distortion, workplace bullying, face time, emotional contagion,
employee engagement, social screening, care and compassion, incivility/abusive supervi-
sion, social norms, crowdsourcing, red-teaming, shared mental models, champions, accel-
erators of change, nonwork stressors, and mindfulness.
INSTRUCTIONAL AIDS
Online Learning Center
The following supplements for instructors are available from the Online Learning Center:
www.mhhe.com/newstrom14e.
The Instructor’s Manual is designed to save instructors time. It includes sample assign-
ment sheets for quarter and semester schedules; chapter synopses; teaching suggestions; a
detailed analysis for each of the end-of-chapter case incidents; and suggested answers to
the end-of-chapter discussion questions and cases in the last part of the text.
The Test Bank contains multiple-choice and true-false questions for each of the text’s
chapters, with solutions for each.
PowerPoint slides are available to help instructors demonstrate key principles and con-
cepts during their lectures. Slides consist of key points and figures from the text.
Student Resources are also available from the Online Learning Center, including prac-
tice quizzes and chapter review material. Access to the Manager’s Hot Seat Videos (www
.mhhe.com/mhs) can also be purchased through a link on the website.
Organizational Behavior Video DVD, Vol. 2

Videos are available for instructors to enhance their lectures.
xix
xx Preface for Instructors
ACKNOWLEDGMENTS
Keith Davis, a former president and fellow of the Academy of Management and recipient
of its Distinguished Educator award, was the creator of the predecessor to this book. It was
originally called Human Relations at Work: Dynamics of Organizational Behavior, and he
was the sole author through the first six editions as he laid a powerful foundation for its
subsequent evolution and development. Keith was my admired co-author, gentle coach,
and thoughtful friend who gave me the opportunity and assistance vital to establishing a
highly successful book-publishing career. I am deeply grateful for his many contributions
and the opportunity to continue in his successful publishing footsteps.
Many other scholars, managers, and students have contributed to this book, and I wish
to express my appreciation for their aid. In a sense, it is their book, for I am only the agent
who prepared it. I am especially grateful for the thorough, insightful, and highly useful
review of the book by Dr. Kristina Bourne (my first-ever undergraduate student to obtain
her Ph.D.!), who also provided useful assistance in revising Chapter 16. Dr. Bourne’s com-
ments and suggestions have been carefully studied, found to be of substantial merit, and
incorporated into the text wherever possible.
Many of my academic associates at the University of Minnesota Duluth and elsewhere
have directly or indirectly provided valuable insights, collegial support, and ongoing
encouragement, and for that I wish to thank them. In particular, Jon L. Pierce—my wise
academic mentor, highly productive co-author on other writing projects, and long-time close
personal friend—has provided wise counsel, intellectual stimulus, and staunch support across
three decades of collaboration. I also appreciate the help and support of the many McGraw-
Hill employees—especially Michael Ablassmeier and Laura Spell—who took a sincere and
professional interest in improving the quality of the book. Last (but certainly not least), my
wife (Diane) has provided unwavering strength, support, freedom, encouragement, and love
in the pursuit of my interests, goals, and dreams. I am extremely grateful to her.
John W. Newstrom
Part One
Fundamentals
of Organizational
Behavior
1
Chapter One
The Dynamics
of People and
Organizations
A primary goal of management education is to develop students into manag-
ers who can think ahead, exercise good judgment, make ethical decisions, and
take into consideration the implications of their proposed actions.
Jane Schmidt-Wilk1
(Management students) must develop systemic thinking skills that will

enable them to develop a richer understanding of the complexity they will
face on a daily basis.
J. Brian Atwater, et al.2
CHAPTER OBJECTIVES
AFTER READING THIS CHAPTER, YOU SHOULD UNDERSTAND
1–1 The Meaning of Organizational Behavior

1–2 The Key Goals and Forces with Which It Is Concerned
1–3 The Basic Concepts of Organizational Behavior
1–4 Major Approaches Taken in This Book
1–5 How Organizational Behavior Affects Organizational Performance
1–6 The Limitations of Organizational Behavior
2
Facebook Page
Student A: Hey, I just registered for this college course.
Student B: What’s it called?
Student A: Something like “Organizational Behavior,” or OB for short.
Student C: I didn’t think organizations behaved. What’s OB about?
Student A: The course description says OB is “the systematic study and careful
application of knowledge about how people—as individuals and as groups—act in
organizations, and how they can do so more effectively.”
Student B: Sounds interesting, but a bit intimidating.
Student C: What do you think you’ll learn?
Student A: By the end of the first chapter, I’m expected to understand Organizational
Behavior, know its goals and some forces it’s concerned about, identify some basic
concepts in OB, understand the four major approaches taken in the book, see how OB
affects organizational performance, and also recognize the limitations of OB.
Student C: That’s a mouthful. I think you’d better get started right now, dude.
Student D: Like.
Student A: I’m on it already. Wait until you hear some of the new terms I’m expected
to learn—behavioral bias, contingency approach, evidence-based management, law of
diminishing returns, selective perception, and more.
Student B: What ever happened to one- and two-syllable words?
Chris Hoffman graduated from college and was excited to begin her new job as a
sales representative with IBM. The first few months at work were extremely hectic for
her. She attended numerous formal training sessions, learned about the wide array of
products she was to sell, and tried hard to understand the complex and fluid nature
of her new employer.
Returning to her home late one night, she was too confused to fall asleep
immediately. Many questions raced through her mind, based on her observations at
work in recent weeks: “Why are some of my colleagues more successful than others?
How can we act as a team when we are working out of our homes and interacting
primarily through our laptop computers? How will I ever learn to handle the stress of
meeting my sales quotas? Why doesn’t my colleague Carrie cooperate with me when
I ask her for assistance? Why does my manager ask me for suggestions, and then go
ahead without using my input? How is the new ‘IBM culture’ different from the old
one? And why is it constantly changing, anyway?”
Chris is already learning some key facts about life at work. Organizations are com-
plex systems. If Chris wishes to be an effective employee and later a manager, she’ll
need to understand how such systems operate. Organizations like IBM effectively com-
bine people and science—humanity and technology. With the rapid discoveries and
improvements that science has provided in the past century, mastering technology itself
is difficult enough. When you add people to the mix you get an immensely complex
sociotechnical system that almost defies understanding. However, the progress of soci-
ety in the twenty-first century depends heavily on understanding and managing effective
organizations today.
3
Engaging Your Brain
1. Do you think that most managers, upon studying OB, will likely use that knowledge
for the benefit of employees, the organization, or themselves?
2. You hear a lot about the need for increased productivity in the economy. What
important factors do you think lead to productivity?
3. Do you think it is likely that managers will become overly biased toward the use of
OB knowledge to guide their efforts?
Chris also sees that human behavior in organizations is sometimes unpredictable. The
behavior of her colleagues, manager, and customers arises from their deep-seated needs, life-
time experiences, and personal value systems. However, human behavior in an organization
can be partially understood by studying and applying the frameworks of behavioral science,
management, and other disciplines. Exploring the various facets of such behavior is the objec-
tive of this book. There are no perfect solutions to organizational problems, as Chris will soon
discover. However, employees can increase their understanding and skills so that work rela-
tionships can be substantially upgraded. The task is challenging, but the results are worthwhile.
Organizational behavior On occasion, Chris may become so frustrated that she will be tempted to withdraw
is needed from her job. The uncooperative colleague may limit Chris’s effectiveness; the behavior of
her manager may sometimes be difficult to understand. Whether she likes the behavior of
these individuals or not, Chris does not have the luxury of not working with or relating to
other people. Therefore, it is imperative that she learn about human behavior, explore how
to improve her interpersonal skills, and begin to manage her relationships with others at
work. These are areas where knowledge of organizational behavior can make a significant
contribution to her effectiveness.
UNDERSTANDING ORGANIZATIONAL BEHAVIOR

To provide an understanding of what goes on at the workplace, it is useful to begin with the
definition, goals, forces, and major characteristics of organizational behavior (OB). Later in
the chapter we introduce the key concepts that OB deals with, lay out the four basic approaches
taken in this book, and identify some factors that limit or even undermine the success of OB.
Definition
Organizational behavior is the systematic study and careful application of knowledge
about how people—as individuals and as groups—act within organizations. It strives to
identify ways in which people can act more effectively. Organizational behavior is a scien-
tific discipline in which a large number of research studies and conceptual developments
are constantly adding to its knowledge base. It is also an applied science, in that informa-
tion about effective practices in one organization is being extended to many others.
Five levels of analysis Organizational behavior provides a useful set of tools at many levels of analysis. For
example, it helps managers look at the behavior of individuals within an organization. It
also aids their understanding of the complexities involved in interpersonal relations, when
two people (two co-workers or a superior–subordinate pair) interact. At the next level,
organizational behavior is valuable for examining the dynamics of relationships within
small groups, both formal teams and informal groups. When two or more groups need to
coordinate their efforts, such as engineering and sales, managers become interested in the
intergroup relations that emerge. Finally, organizations can also be viewed, and managed, as
whole systems that have interorganizational relationships (e.g., mergers and joint ventures).
4
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different content
furious sound; that in a flash the hill would vomit forth, as if from
many avenues of hell, wholesale, fiery death and indiscriminate
destruction. On every side would rise the roar of monster ordnance,
the ceaseless rattle of machine guns, the deafening crack of
musketry.
Woe betide the foe that dared to rouse the sleeping monster of the
hill!
Such were Wardlaw's Works, as they were called throughout the
British army. When the Major retired from active service, he still
lingered in the neighbourhood of his magnum opus. In a charming
bungalow, perched on the hillside of Folkestone Warren, he and Miss
Flossie spent unruffled days amid eminently healthy surroundings.
The Warren, a bay of much natural beauty, had been rescued from
neglect. A station on the line from Folkestone proper to Dover
afforded easy access to the Bay; trees had been planted and roads
cut in the hillside. Everywhere on summer nights the lights gleamed
from villas and bungalows, and down below on the new jetty, and at
the mastheads of scores of pleasure craft. The place suited Major
Wardlaw admirably, and even little Miss Wardlaw, who was by way of
being exacting, seemed quite satisfied with her surroundings. Her
father kept a small cutter in the bay, and frequently took the young
lady for health-giving sails upon the dancing sea. Usually their port
of call was Dover. The Major was always going to Dover. He couldn't
keep away from it. When the cutter was laid up for the winter, he
went by train, or sometimes walked across the wind-swept downs.
Dover town itself had no particular attractions for him. The magnet
lay on Castle Hill. In short, Wardlaw could not keep away from
Wardlaw's Works. Even when he was not visiting the Works, he was
always thinking about them. When military friends of his came over
from the Castle or from Shorncliffe, they seemed to talk of nothing
else but Fort Warden—all that it was, and all that it would be if the
critical hour of conflict or invasion ever came.
Flossie Wardlaw disapproved of the whole thing. It annoyed her—
this constant absorption, this ever recurring topic of conversation.
Personally, she refused to discuss the Works, and had it been
possible would have forbidden all allusion to the Fort when those
tiresome friends dropped in and talked "shop" with her father. Poor
Wardlaw, torn with conflicting emotions, knowing that the child was
jealous of the Works, used to look at her apologetically when one of
his cronies started the everlasting topic. But Flossie was not easily to
be mollified. With her little nose in the air, she would glance
severely, disdainfully, at the author of her being, tossing back that
mass of silky, sunny hair from which her pet name was derived.
And now the hated subject of the "Works" was more to the fore than
ever, for the military movement among the women of England had
brought Fort Warden into prominence in the newspapers. The Vice-
President of the Council, in pursuance of her policy, was turning the
Fort to unforeseen account. The First Amazons, as they were
popularly called, had been "enrolled and uniformed," and now the
Fighting Girls (as some people styled them) were to have this
wonderful fort placed at their disposal for the purpose of training
and instruction in the art of war. The idea was very popular among
the Amazons. Some two hundred of them were to spend a fortnight
in the Fort, and then give place to another batch, the Fort
meanwhile being vacated by the artillerymen, save only a handful of
gunnery instructors and lecturers. So the men marched out of the
tortoise-backed "Works," and the Amazons, very smart in their new
uniforms, and full of gleeful excitement, briskly and triumphantly
marched in.
It was a picturesque episode in martial history which afforded
excellent scope for lively descriptive reporting. Great numbers of
people seemed to be pleasurably interested in the event, just as
they used to be in the volunteer military picnics on Easter Monday.
There were others, however, who, like General Hartwell noisily, and
Edgar Wardlaw quietly, condemned the whole thing as monstrous,
unseemly, and fraught with danger to the nation. The majority,
however, laughed at the minority. What was there to be afraid of?
There was not a cloud in the international sky. England's difficulties,
they said, now were purely domestic. Greater Britain had been so
cut up and divided that we had nothing further to fear. Surely no
greedy Jezebel would dream of stirring up a Continental Ahab to
covet and lay violent hands on the remnant of Naboth's Vineyard.
CHAPTER IX.
THE LOOSENED GRIP.
"Bladud, the son of Lud, founded this Bath three hundred years
before Christ."
It was a far cry from Bladud to Nicholas Jardine! A goodly span, too,
from the time when a great statesman was carried through the
streets of Bath, swathed in flannels; his livid face, peering through
the windows of the sedan chair, the fierce eyes staring from beneath
his powdered wig. One can almost see his ghost in Milsom Street,
and hear the whisper spread from group to group: "There he goes!
the great Commoner, Mr. Pitt!"
And now through the streets of the same town they wheeled a very
different sort of statesman; and yet, perhaps, the product, by slow
processes of inevitable evolution, of that very time "when America
thrust aside the British sceptre, when the ingenious machine of Dr.
Guillotine removed the heads of King and Queen in France, when
Ireland rose in rebellion, when Napoleon grasped at the dominion of
the Western World, when Wellington fought the French Marshals in
Spain," and when, God be thanked! Nelson triumphed in Trafalgar
Bay.
Just as the inhabitants and visitors of Bath used to take off their hats
to William Pitt in his sedan chair, so now the new generation saluted
Nicholas Jardine, when, seated in his bath-chair, he was drawn
through the streets to the baths. For though times were changed,
the President in his way was a great personage—such a remarkably
successful man; and in all times it has been proved true that nothing
succeeds like success. Jardine, when he acknowledged these
salutations, showed an awkwardness unknown to those to the
Manor born. It disconcerted him to be stared at, especially now that
he was ill. He hated traversing the public streets, and often sat with
closed eyes until his chair entered the bathing establishment. Once
there he became alert and interested—but not in the reminiscences
of Georgian functions and the manners and customs of the fops and
flirts of that vanished period. What appealed to him, as a trained
mechanic, was the heritage of far remoter days. The brain of the
Roman Engineer and the skilled hand of the Roman Architect and
Mason had left these signs and wonders for future generations to
look upon. The great rectangular bath had only been uncovered
about sixty years earlier. The Goths and Vandals of an earlier period
had built over it their trumpery shops and dwelling-houses. But the
present bath, with its modern additions, actually was built upon the
ancient piers. The very pavements, or scholæ, that bordered it were
those which the Roman bathers had trod. The recesses or exedræ
corresponded with those at Pompeii, and had been used for hanging
the clothes of the Roman bathers or for resting places. The floor of
the bath was coated with lead, and in all probability that lead was
brought from the Roman mines in the Mendip Hills, where had been
discovered the imperial emblems of Claudius and Vespasian.
The President was not without a sense of the beautiful. The scene
around him awakened his imagination. He knew that the wooded
slopes of the stately hills, the stone hewn from the inexhaustible
quarries, and the broad river—formerly spanned by bridges and
aqueducts graceful in outline and noble in proportions—each and all
had furnished the means which skilful hands had put to glorious
uses. Yet all these ingredients of beauty might have remained
unused but for the wonderful thermal waters which here, for untold
centuries, had risen ceaselessly from fathomless depths, streaming
ever from rocky fissures, filling the pools and natural basins, and still
overflowing into the rushing river.
But this beneficent spring and these now verdant hills must have
had their remote origin in some terrible concussion of natural forces.
Mother Earth had laboured and brought them forth, far back in her
pre-historic ages. Subterranean fires, begotten by the portentous
union of iron and sulphur, had waited their appointed time. Drop
after drop, the hidden waters had filtered on inflammable
ingredients, until the imprisoned air at last exploded, and the earth,
rending and rocking in appalling convulsions, opened enormous
chasms and brought forth, amid fire and smoke and vapour, the
embryo of all this lovely scene. The City was the offspring of seismic
action; the earth had travailed and brought forth these wooded hills.
The smiling valley, where now stood the City, was but the crater of
an extinct volcano, perpetuated in memory by the steaming waters
that still gushed upward from the mystic depths.
Below the streets and houses of the modern town were the original
baths of the City of Sulcastra, of many acres in extent. Here, indeed,
in this most wonderful of Spas, history unfolded itself page by page
—the City of Sul in the grip, successively, of Roman, Saxon, Dane;
dynasty succeeding dynasty, sovereign coming after sovereign,
statesman after statesman, until now, when a Walsall mechanic in a
bath-chair was all that England had to show by way of substitute for
absolute sovereignty and sceptred sway.
And with Nicholas Jardine, too, the relentless law of time was at
work. The sceptre was falling from his grasp. The grass withereth;
the flower fadeth. Man passes to his long home, and the mourners
go about the street. Would it be his turn next? Every day Zenobia
seemed to see in her father's face signs of a slowly working change.
She witnessed the melancholy spectacle of waning strength, of
failing interest in those things that once had absorbed his thoughts
and energies. It wrought in her a corresponding change, a protective
tenderness which she had never felt before, a deepening sense of
the transience and sadness of human pomp and circumstance, a
broadened sympathy with all the sons of men.
A great silence seemed to have fallen upon the man who in the past
had made so many speeches. A brooding wistfulness revealed itself
in his expression. There was a haunting look of doubt or question in
his eyes, a look as of one who, without compass and without rudder,
finds himself drifting on an unknown sea. The land was fading from
his sight. The solid earth on which he had walked, self-confident,
self-sufficient, no longer gave him foothold. His nerveless hands
were losing grip on the only life of which he knew anything, the only
life in which he had been able to believe. And day by day, and night
by night, there came to his mind the memory of his earlier life, of
the faith that he had seen shining in the dying eyes of the woman
who had believed while he had disbelieved. Vividly he recalled to
mind—albeit with a sense of wonder and irritation—an occasion
when he had sat beside her in the old Cathedral at Lichfield. The sun
was setting, and its glory illumined the huge western window; the
words of the great man of action, who was also the man of great
faith, were being read from the lectern, and at a certain passage his
wife had turned and looked at him with sad and supplicating eyes:
"If in this life only we have hope in Christ, we are of all men most
miserable."
If in this life only ...! All other hope he had scorned and rejected. No
other hope had seemed needful to his happiness and success. But
now? Already this life was dwindling and departing. He felt it; he
knew it in his inmost being, as his steps faltered, his hands grew
thin and pallid, and his brain, once so busy with a hundred projects
and ambitions, now refused to work, or brought to him only
recurrent recollections of things which in the prime and strength of
his manhood he had scouted and despised.
If in this life only ...!
Sometimes a great restlessness possessed him, and Zenobia, in the
silent watches of the night, heard him moving heavily and slowly
about his room. On one of these nights, anxious and alarmed, she
hurried in and found him standing at the window in the darkness.
The furnished house they occupied was on Bathwick Hill, and the
night scene from the windows was one of striking mystery and
beauty. The blackness of the valley in which lay the ancient city, and
of the towering hills on every side, was studded with myriads of
lights—shining like stars in an inverted firmament.
"Father!"
She crossed the room and laid her hand upon his arm; but, scarcely
heeding her, the sick man still stood by the window, looking as if
fascinated on the magical scene of the night. Zenobia also gazed,
and gazed steadfastly; but the impression made upon herself was
wholly different. With him it was a sad impression of farewell. But in
Zenobia's brain there suddenly sprang up an extraordinary sense of
recognition. There was a subtle, haunting familiarity in the scene she
looked upon—this valley and these hills, in and about which all that
was modern, save the lights, was quite invisible. Thus might the
valley of Sulcastra have looked under the darkened sky two
thousand years ago. Thus might the lamps of Roman villas, temples,
baths, and public buildings have twinkled when a vestal virgin,
maintaining Sul's undying fires upon the altar, looked down upon the
silent city.
The puzzled girl caught her breath, half sighing, unable to shake off
the belief that at some remote period she had gone through
precisely the same experience that was now presented to her. And,
doubly strange, in connection with the scene, though she could see
no reason for it, her thoughts flew instantly to Linton Herrick. She
became oppressed, almost suffocated, with a sense as of pre-
existence—a bewildering sensation, almost a revelation—that
seemed to tell of the mystery of the ego, of the indestructibility of
human life.
It was the last time that Nicholas Jardine looked down upon the old
city, by night or by day. The next day he remained in bed, and the
day after, and all the days that were left to him. The afternoon
sunshine came upon the walls, the shadows followed, night
succeeded day. The demarcations of time became blurred. His
calendar was growing shorter and shorter. The world mattered less
and less to him, who had played a leading part in it; and already he
mattered nothing to the world. Death was not close at hand.
Nevertheless he was dying.
"For this losing is true dying:
This is lordly man's down-lying:
This his slow but sure reclining,
Star by star his world resigning."
CHAPTER X.
ZENOBIA'S DREAM.
The night which followed her heartsearching experience of feeling
on looking down upon the sleeping city of Bath, Zenobia had a
dream. It was a vision of extraordinary vividness, and strangely
circumstantial.
Beneath her eyes the golden light of a summer sunset was flooding
the temples, the baths, the stately villas of ancient "Rome in
England"—the city of Sulcastra. Garbed as a Priestess of the Temple,
she stood upon a plateau, high on the Hill of Sul on the east side of
the valley. Behind her rose the Temple of the Goddess, and by her
side stood one whom she knew to be the sculptor Lucius Flaccus,
son of that centurion who was charged to carry Paul from
Adramythium to Rome. He had been telling her in graphic phrases of
his association with the great Apostle; how for the first time he had
heard him on Mars' Hill at Athens boldly rebuking the listening and
resentful throng who had erected there an altar to the unknown
God. Then with a gesture of repugnance which horrified the
priestess, the narrator, quoting the Christian preacher's words, had
turned and pointed towards the Temple in which she with other
vestals kept ever burning the sacred fire of Sul.
"Forasmuch, then, as we are the offspring of God, we ought not to
think that the Godhead is like silver or gold, graven by art or man's
device...." Thus far he had spoken when her own voice interrupted
passionately:
"Do not blaspheme the gods!"
"The gods are dead," he answered sternly, "nay, rather, they have
never lived. Our Roman gods have eyes that see not, ears that hear
not, they are but silver, gold, or stone—the work of hands like
these." Thus speaking, he held forth his hands, delicate and mobile,
in one of which was grasped the chisel of his ancient art. The
priestess stood for a moment looking in his eyes, silent, terror-
stricken. "Yet," he went on, bending his gaze upon the city with a
sigh, "Sulcastra is beautiful."
He knew and loved each particular feature of artistic beauty in the
city. Its architecture afforded him a delight that never failed. The
symbolic work of the chisel was evidenced on every side. The noble
columns that supported the terraces; the pavements resembling
those of Pompeii; the graceful friezes and delicate cornices appealed
irresistibly to every votary of art. Indeed, the Thermæ of Sulcastra
were held by many of the cultured Romans to be not less splendid
than the baths at Scipio Africanus, or even those built at Rome by
Caracalla and Diocletian. For here, too, the lofty chambers were
ornamented with curious mosaics, varied in rich colours and infinitely
delicate in design. And here, also, the medicinal waters were poured
into vast reservoirs through wide mouths of precious metal and
Egyptian granite, while the green marble of Numidia had been
brought from afar to give variety to the native stone from the
adjacent quarries. The fame of the wonderful waters went back for
eight centuries before the birth of Christ. Here, according to
tradition, Bladud, son of Lud the British King, father of King Lear,
had found a cure for his foul leprosy. Yonder had stood the first
Temple of Minerva, dedicated by that same Bladud to the goddess.
Had he not sought by magical aid to soar aloft like the eagle, only to
fall and be dashed to pieces on Minerva's altar?
The sculptor shaded his eyes against the slanting rays of sunlight,
and turned his gaze upon the vast stadium in which at stated
intervals the people of Sulcastra witnessed the elaborated games of
mighty Rome. Such an occasion recently had occurred, a scene of
splendid pageantry and power which invariably moved the
spectators to superstitious awe, and often to wild excesses of
fanaticism. Young and old had implored the favour of the gods, and
pledged themselves to maintain unbroken the religious observances
of the Rome people. In the darkness of night, mystic sacrifices had
been offered on the banks of the river; and the whole city, as the
sculptor and the priestess now looked down upon it, still seemed to
be fermenting with the excitement which the great celebration had
occasioned.
At that very moment an imposing procession was seen to be
advancing towards the Temple of Minerva. Trumpet note after
trumpet note echoed round the hills. Chariots full of garlands and
branches of myrtle approached the shrine. A large black bull was
being led to the sacrificial altar, and youths and maidens, chanting a
hymn to Minerva, carried in procession costly vases full of wine and
milk to be poured as libations to the goddess, while others bore
cruets of wine, oil, and perfumed essences to anoint the pillars of
the sacred monuments within the temple.
Lucius Flaccus looked down upon the procession with sad and
moody eyes. The Vestal's eyes were bent no less sadly on the
sculptor, as if divining all his thoughts. They sprang, she doubted
not, out of the subject of their conversation, and she turned uneasily
towards the pillar-altar on which the sculptor's skilful hands had
been at work. It stood upon the turf at the entrance to a little grove
which gave access to the gates of the Temple of Sul, the temple in
which she herself ministered as priestess.
A cloth lay over the graceful monument, to the inscription upon
which the young Roman had but just now put the final touch. His
work upon the monument, screened from view, had long excited the
interest and curiosity of the Romans and the slaves who passed that
way, but reverence for the goddess and respect for the sculptor
himself had served to arrest all questions. The work of art, it was
thought, would be unveiled in time; and doubtless it would prove to
be another and a worthy tribute to the goddess who presided in a
special manner over the fortunes of the city.
Lucius Flaccus had studied in a great and noble school. He had
gazed long and often on the famous statue of the Olympian Jove
modelled in ivory by the master hand of Phidias. He had marked
every curve and feature of the Minerva—standing sixty cubits high—
on whose shield the great Athenian sculptor had so marvellously
represented the wars of the Amazons. There were those, indeed,
familiar with the work of the young Roman who foretold for him an
imperishable reputation as an exponent of the noble art to which he
was devoted.
Lucius Flaccus had been welcomed in Sulcastra as one who was
likely to add to the beauty of the city, and the honour of the special
goddess of the citizens. The sculptor's art, like the Ten
Commandments, was written on tables of stone. It was for all time;
nearly five hundred years had passed since the chisel dropped from
the hand of Phidias, but the glory of his work remained. It was
indestructible. So also, thought some, might the handiwork of Lucius
Flaccus be handed down from century to century.
The cult of Sul was scarcely distinguishable from that of Vesta. Like
Vesta, she was a home-goddess, a national deity, whose vestals
were solemnly pledged ever to maintain her altar-fire, lest its
extinction should bring disaster on the people.
Sul, also, was a fire deity. According to the kindred mythology of
Scandinavia, the goddess was so beautiful a being that she had been
placed in heaven to drive the chariot of the Sun from which she took
her name—that glorious sun, the rays of which were now
illuminating the city of Sulcastra. Sul, in the eyes of the Romans,
was more exalted than Soma, daughter of the Moon, though in the
East Soma was held in the highest reverence as the mother of
Buddha. Soma was the sovereign goddess of plants and planets. In
the Vedic hymns she was identified with the moon-plant which a
falcon had brought down from heaven. Its juice was an elixir of life.
To drink it conferred immortality on mortals, and even exhilarated
the gods themselves. But even greater virtue and miraculous power
did the Romans attribute to the waters of Sul, and with better
evidence of their potency. For here, in Sulcastra, century after
century, and ever at the same temperature, the magical,
unfathomable well had poured forth its mystic waters for the healing
of the people.
The Temple of Sul, like that of Vesta, was circular, to represent the
world; and in the centre of the temple stood the altar of the sacred
flame, ever burning to symbolise the central fires of Mother Earth,
just as the sun was deemed to be the centre of the universe.
There were nothing strange or unusual in freedom of conversation
between the Priestess and the Sculptor—who, in former years, had
added many decorations to the Temple. The virgin priestesses were
permitted to receive the visits of men by day; by night none but
women were suffered to enter their apartments, which adjoined the
sacred building in which they ministered. Each priestess was pledged
to continence for thirty years. During the first ten they were
employed in learning the tenets and rites of their religion. During the
next ten they engaged in actual ministrations. In the final ten years
they were employed in training the younger vestals, and after the
age of thirty they might abandon the functions of the temple and
marry. Few exercised that option. Custom, when such an age was
reached, had become ingrained, the impulses of youth frozen, and
the honour paid to their office became more valued than the
prospects of marriage.
The reverence shown to them was very great, but so also was the
punishment that followed a lapse from the letter or the spirit of their
duties. The least levity in conduct, the smallest neglect of ministerial
duty, was dealt with by the Pontifex or the Flamens, and visited with
great severity. The loss of virginal honour, or the failure to maintain
the sacred fire, involved a penalty of inexpressible terror. The
condemned priestess, placed in a litter, shut up so closely that her
loudest cries were scarcely audible, was carried through the city in
the order, and with the adjuncts, of a funeral procession, a journey
of death in life—its goal the niche or narrow vault in which the living
vestal was to be immured.
THE SCULPTOR'S STORY.
The dreamer knew these things, and still dreamed on. It seemed as
if her own voice broke the silence:
"Fain would I know more of this same Paul of whom you speak."
Then she paused, but looks still questioned him. Presently the young
Roman spoke again—
"My father, the centurion Julius, was charged to carry him to Rome,
and I had planned to bear him company. We took ship to sail along
the coasts of Asia; touched at Sidon and afterwards at Cyprus, the
winds being contrary. Later we transhipped at Alexandria, and thus
reached Crete. The seas grew dangerous, and the sailors feared.
Scarcely had we sailed when there arose that strong, tempestuous
wind they call Euroclydon. The ship, being caught, could not bear
against the wind, and we let her drive. Then, near the island of
Clauda, we were like to be driven on the shore; and fearing
quicksands, we struck sail, and so were driven again. The tempest
tossed us, and the ship was lightened. We cast adrift the tackling;
but still the tempest held us; neither sun nor star appeared for many
days, and all that time the ship was driven before the storm, until at
length the shipmen deemed that we drew near to land. They
sounded and found twenty fathoms. Again they sounded and found
five fathoms less. Then, fearing we should be upon the rocks, they
made all haste to cast four anchors from the stern, and waited for
the day."
"The storm had lasted long?"
"For fourteen days and nights."
"And there were many in the ship?"
"Two hundred, three-score and sixteen souls; and everyone was
saved. Land lay before us, though we knew it not. But we discovered
close at hand a creek. So they took up the anchors, loosed the
rudder-bands, hoisted the mainsail to the wind, and made for shore.
She ran into a place where two seas met, and went aground. The
forepart held and seemed immovable, but soon the hinder part was
broken by the violence of the waves. The soldiers then would have
killed all the prisoners, lest they should escape, but my father stayed
their hands. Those who could swim sprang first into the sea. Others
on boards, and some on broken pieces of the ship, made for the
land, and I, with all the rest, came safe ashore."
"The gods be thanked; the gods be thanked for that." The words
came fervently from the Vestal's lips.
He turned on her and sighed. "What! still the gods?"
She pressed her hands upon her brow. "Is there no more to tell?"
He paused a moment. "Already I have told too much if told in vain.
The island we had reached was Melita, and Publius, the chief man of
the place, received us courteously. Paul healed his father of a
grievous sickness, and many others also, ere we departed in a ship
of Alexandria. We touched at Syracuse, and then at Rhegium,
whence we went towards Rome. There many brethren greeted Paul
with joy, and there in reverence and sorrow did I part from him."
"And he—this Paul himself?"
"Remains at Rome, having his own hired house, receiving all who
come to him, preaching of the Heavenly kingdom, teaching with all
confidence, of the coming of the Christ—no man yet forbidding him."
Deep silence fell between them, and the only sound came from a
droning that in Sulcastra never ceased by night or day—the voice of
the rushing river as it poured across the weir.
Now they stood erect; each was tall and nobly framed; each face
had beauty intellectual and physical. Yet in the sculptor's features
and his deep-set eyes there was the look that visionaries wear, the
stamp of those who nourish great ideals. The gaze the priestess
bent upon him told a different tale. The dreamer knew this woman
loved this man, while he, as yet, had found no passion in his soul for
her. She raised her hand in gesture of adieu, and moved with slow
steps towards the temple. Then, as if stirred by sudden impulse, she
turned to him again.
"And this Paul—tell me—what teacheth he concerning women?"
"He teacheth that man is the image and the glory of God, and
woman the glory of the man. That man is not of the woman, but the
woman of the man: neither was man created for the woman, but the
woman for the man. He commandeth that women keep silence in
the Christian churches, and in all things be subject to their
husbands, for the husband is the head of the wife."
"Then he forbiddeth not to marry?"
"Is not Paul the Apostle of Him who blessed the marriage feast of
Cana?"
"In whom thou dost believe?"
"In whom I do believe," he answered steadfastly. "I tell thee that the
banner of the Cross shall one day float above the capitol of Rome
itself."
The priestess took two swifter steps towards him. "Then why, O
Lucius Flaccus, hast thou built here an altar to our Goddess Sul?"
She pointed to the pedestal beside them; and he, answering not a
word, stretched forth his hand and drew away the covering that
concealed the apex.
There, in the fading light, there stood revealed the hated emblem of
the Christian Faith.
"A cross!" she cried, "a cross!"
The sculptor raised his eyes and clasped his hands:
"The Cross of Him who died for all the world!"
THE VESTAL'S FATE.
The spirit of the dream had changed. A sense of horrible foreboding
agonized the dreamer. No longer did the sculptor and the priestess
look down upon Sulcastra. Yet the dreamer knew all that had
happened and was happening still.
The city was in tumult. The baths, the public schools, the temples
were deserted. People thronged the streets. There was but one
thing spoken of—an outrage on the goddess whom they all revered.
Lucius Flaccus, the favoured sculptor of Sulcastra, son of Julius the
centurion, had erected on the threshold of her temple an altar to the
God-Man of the Nazarenes. Nor was that all. The sacred fire that
should have been kept burning in Sul's temple had been suffered to
die out, if indeed it had not been deliberately extinguished; climax of
all—Verenia, priestess of Sul, had been found in the broad light of
day kneeling with bowed head before the hated emblem that
profaned the grove. Amazement had given place to fury. The cry
went up for punishment—a cry redoubled when it became known
that the augurs foretold dire calamity for Sulcastra and the citizens,
as the inevitable consequence of an outrage so profane. The people
feared the vengeance of the gods!
Yet there were some who kept a grief-stricken silence in the midst of
all the raging of the citizens, for each of the offenders was well
esteemed, and both belonged to honoured Roman families. The
dreadful fate that lay in store alike for the sculptor and the priestess
moved many hearts to awe and anguished apprehension. In each
case the appalling penalty was as certain as the dawn of day. Lucius
Flaccus would be carried to the rock of Sul, high on the steepest hill
that overlooked the valley, and thence cast headlong on the rocks
below. For Verenia, the priestess, a yet more awful punishment was
prepared—the slow starvation of a living tomb.
The dreadful preparations were complete. The Vestal's grave was
ready—a narrow niche in the massive stone foundations of the
Temple—the temple of that goddess whose worship she had
mocked. In this tiny cell was placed a pallet, a lamp that when
lighted would burn for forty hours, and a small quantity of food. All
knew what course the funeral ceremonies would follow. The Pontifex
would read some prayers over the doomed priestess, but without the
lustrations and other expiatory ceremonies that were used at the
burial of the dead. When the last prayer had been uttered, the lictors
would let her down into the vault, the entrance would be filled with
slabs of stone, then covered up with earth.
The awful hours, the agonizing days, would slowly pass. The lamp
would flicker and the light expire. Deep silence that no shriek could
pierce would shut the buried vestal from the ken of all who loved
her. The food would fail; then, slowly, hour by hour, and day by day,
the dreadful sentence of the law would be fulfilled. No father,
mother, lover, friend, could save the victim, or by one iota lessen the
torture of starvation, or that still greater torture of the brain to which
her judges had condemned her.
Did not the crime of which she was convicted strike at the root of
the religion of the people? The maintenance of the sacred fire as a
pious and propitiatory observance was not peculiar to the Romans.
The Hebrews held it a divine commandment: "The fire shall ever be
burning upon the altar, saith the Lord; it shall never go out."
Undying fires were maintained in the temples of Ceres at Mantinea;
of Apollo at Delphos and at Athens; and in that of Diana at Echatan.
A lamp was always burning in the temple of Jupiter Ammon. The
ancient custom came from the Egyptians to the Greeks, and from
the Greeks to the Romans, who had made it a vital, essential feature
of their faith. Like the veil of Astoreth in the temple of the moon-
goddess at Carthage; like the sacred shield which, as Numa
Pompilius avowed, had fallen from heaven, the altar-fire of Sul
safeguarded the domestic prosperity, the political wisdom, the
military supremacy of Rome in Britain.
And this gross insult to the mighty goddess had been perpetrated in
the midst of the festival; on the very eve of the ceremony of the
blessed waters used specially on that occasion for purifying the
temple of Sul. It was a local event of paramount importance, for
then the statue of Sul was covered with flowers and anointed with
perfumed oil. The Salii marched through the city carrying vessels,
richly decorated and of beautiful design, containing water from the
sacred spring. The feast lasted for three days, and during that time
the Romans undertook no serious or important business. The
banquets with which the festival was concluded were magnificent
and costly. The edict of Numa Pompilius enjoining reverence to the
gods remain unrepealed. It was obeyed in Sulcastra as in Rome
itself. Inscribed on tables of stone, it could be read in all the schools
and temples:
"Let none appear in the presence of the gods but with a pure heart
and sincere piety. Let none there make a vain show and ostentation
of their riches but fear lest they should thereby bring on themselves
the vengeance of heaven.
"Let no one have particular gods of his own, or bring new ones into
his house, or receive strange ones unless allowed by edict. Let
everyone preserve in his house the oratories established by his
fathers, and pay his domestic gods the worship that has always been
paid to them.
"Let all honour the ancient gods of heaven, and the heroes whose
exploits have carried them thither, such as Bacchus, Hercules, Castor
and Pollux. Let altars be erected to the virtues which carry us up to
heaven; but never to vices."
These dread laws the sculptor and the priestess had impiously
broken and defied.
The climax was at hand. A strange, loud clangour beat upon the ear,
pierced by the wailing cry of weeping women. The dreamer heard
the tramp of many feet; then saw a long and closely packed
procession emerging from the centre of the city. Slowly and solemnly
the multitude advanced. The first section of the great procession
reached the narrower road which wound amid the trees that
beautified the Hill of Sul. High up on the barer slopes of the great
hill stood out the jutting rock from which the sculptor was to take his
last long gaze upon the sunlit world. A band of lictors headed the
procession. Behind them, with head erect, walked Lucius Flaccus on
the road to death.
The trees swayed gently in the morning breeze, the birds were
singing in the groves; the glory of the summer decked the land. Yet
the tenderness of nature and all the splendour of the world seemed
but to mock the tragedy of that slow procession. On every side was
life, life, strong, abundant, free; but this one lonely man, bare-
headed and white-faced, who climbed the hill, had done with life.
With each step of the slow advance he drew nearer and nearer to
the gate of death.
The second part of the procession was lead by twelve Salii, each of
whom carried a shield on his left arm and a javelin in his right hand.
They were dressed in habits striped with purple, girded with broad
belts, and clasped with buckles of brass. On their heads they wore
helmets which terminated in a point. From these men the clangour
came. Sometimes they sang in concert a hymn to Sul; sometimes
they advanced with dancing step, beating time with their javelins on
their shields. Next came many mourners, women and children,
weeping and wringing their hands as in a funeral procession; and
then a closely-curtained litter, with priests on either hand followed by
the Pontifex, magnificently habited and carrying a staff or sceptre in
his hand.
Priestesses, with bowed heads and clasped hands, followed the
Pontifex. Then came another body of lictors, followed by a
miscellaneous multitude of citizens and their families; and, finally, a
tall centurion leading a company of soldiers.
The road grew steeper, narrower, winding round the hill; and the
first body of lictors, with their prisoner, had passed out of view of
the company that followed, when suddenly arose a violent outcry
and the clash of arms. The sculptor had turned upon his guard,
seized a javelin from one of them, and mounted the steep bank
beside the road. The whole procession halted in confusion.
Disconcerted priests whispered and gesticulated; the crowd closed
up and filled the narrow way from side to side.
"Romans! hear me!" The appeal, in high-pitched, fervent tones,
came from Lucius Flaccus, and was not unanswered by the people:
"Hear him! let him speak!"
The lictors at the bidding of the Pontifex half turned, but being few
in number were daunted by the strenuous cries of the excited
crowd. The sculptor seized the moment of their irresolution and
raised his voice again:
"Romans! spare her." He pointed to the litter. "You who have sisters,
daughters, restrain your rulers from an act that would disgrace a
barbarous nation."
Murmurs and conflicting cries were raised. The priests sent
messengers to the soldiers at the rear of the procession. But the
crowd, closer and closer packed, rendered it difficult for the
messengers to pass. Above the tumult, the Pontifex cried in shrill
excited tones: "The gods demand her death!"
Thus incited, many in the crowd shouted in assent, while others
cried again: "Hear Lucius Flaccus, hear him!"
Once more the sculptor raised his voice: "The gods are names for
priests to conjure with...."
For a moment indescribable tumult prevailed. The centurion sought
in vain to force a way through the dense, now struggling, mass of
people.
Again the sculptor made a passionate appeal: "I implore the aid of
the Roman people. I call upon my fellow citizens to save a woman.
To what purpose do we expose our lives in war? Why do we defend
our wives and sisters from a foreign enemy if Rome has tyrants who
incite the people to violent and vindictive acts? Soldiers in arms, do
not endure these things! Free citizens, exalt yourselves by being
merciful."
The frantic appeal now met with no response. Lucius Flaccus looked
wildly round, despair and desperation in his face.
He raised the javelin, and for the last time his voice was heard:
"Then thus, and thus only, can I save her from a crueller fate!"
In an instant he sprang upon the lictors who confronted him, and,
striking left and right, actually reached the curtains of the litter. A
shudder of horror ran through all the crowd. The women shrieked.
The people swayed and struggled, and the next moment it was seen
that the sculptor had been beaten back, though not yet secured. He
sprang upon a rock beside the road and raised the javelin high in air.
"Then, Romans, if infernal gods there be, let them accept another
sacrifice!"
Down flashed the steel, the sharp point plunged into his heart; and,
throwing out his hands, he swayed into the lictors' arms.
A dreadful silence fell upon the people.
Then from within the thickly-curtained litter came a despairing and
half-stifled shriek.
With that wild, agonizing cry Zenobia awoke. The cry from the litter
was her cry. It was her own voice that died away, and what was this
mysterious sound—rising from the valley with the mists that melted
at the break of day? The sound was the same that the sculptor and
the priestess had heard nearly two thousand years ago; the voice of
many waters as they swept across the weir, insistent, unceasing—
the monotone of doom.
CHAPTER XI.
THE NEW AMAZONS.
On every side the continued rivalry between the sexes in their
struggle for supremacy in national life was producing lamentable
results. To this general evil now was added the new move
inaugurated by the Vice-President of the Council in the matter of
military training. The unfortunate illness of President Jardine had
facilitated the schemes of that daring leader of the women, and it
soon became apparent that preparations for enrolling large bodies of
Amazons, though hitherto kept secret, in fact had been very far
advanced before the memorable meeting at Queen's Hall.
Recruits flocked in from every quarter. The idea of military service or
a military picnic for a few months in the Amazonian militia appealed
to all sorts and conditions of girls and young women. Those who had
reached the age when the resources or pleasures of home life had
begun to pall, those who saw no chance of getting married, those
who had met with disappointments in love and were stirred with the
restless spirit of the times, those who rebelled against parental rule,
domestic employments, or the monotony of days spent in warehouse
or office, one and all caught eagerly at the idea of a course of
military training in smart uniforms, with the possibility of
encountering experiences and adventures from which parents and
guardians had sought to withhold them.
Ready pens were at the service of the New Amazons. History and
tradition were ransacked by industrious scribes in search of
precedents and raw material for "copy." The Epoch, (the unofficial
press organ of the Vice-President) boldly vaunted the capacity of
women to bear arms. Who would dare to deny that women were as
brave as men? In modern times the Dahomey Amazons had been a
force in being. An eminent professor had made researches which
went to show that the Amazons of old were real warriors. Humboldt
refused to regard American Amazons as mythical, and other
trustworthy authorities had confirmed his view. Then there were the
Shield Maidens of the Vikings, to whose existence witness was borne
by historical sagas. The ancient literature of Ireland set forth as a
fact that "men and women went alike to battle in those days." Did
not a certain abbot of Iona go to Ireland to organise a movement
against the custom of summoning women to join the standard and
fight the enemy? In Europe, not so very long ago, the Montenegrins
and Albanians called their women to arms in the hour of national
extremity.
The Epoch presented the 1st Amazons of England with a silken
banner, embroidered with a representation of Thalestris the
Amazonian queen, and pointed out that, however fabulous might be
the achievements of the women warriors of ancient times, modern
warfare need make no similar demands on the physical strength of
woman. War had become a feat of science, rather than of
endurance. It was no longer necessary for contending champions to
engage in a trial of muscular strength. Macbeth and Macduff were
not called upon to "lay on" until one of them cried: "Hold! enough."
Battles were fought and victories won at long range. Thin red lines
and Balaclava charges belonged to ancient history. And if by any
chance it should come to fighting at close quarters, had woman
shown herself lacking in courage, or even in ferocity in such
encounters? Why, in every memorable riot in which the civil
population had been in conflict with the soldiery, the women, again
and again, had proved themselves to be the foremost in attack and
the most fertile of hostile resource. Thus argued the Epoch and
other press advocates of the New Amazons, at the same time citing
many instances of the prowess exhibited by individual women on
fields of battle.
Vast numbers of young persons, supremely ignorant of life in its
uglier and more dangerous aspects, thus encited, discovered that
they were not, and could not be, happy at home all the year round.
They wanted variety; they pined for change and excitement; and all
of them were firmly pursuaded that they knew much better than
their elders what was good for them. In their eyes all things were
not only lawful, but all things were expedient. They stood up with
stolid looks, deaf to remonstrances and appeals, and expressed an
obstinate wish to join the Amazons. Numbers of them, being more
self-willed than their parents, got their own way, and were enrolled;
while still larger numbers were put back as physically ineligible, but
with liberty, in some cases, to renew their application at a future
time.
That the movement had "caught on" nobody could deny. That it was
full of dangerous possibilities became more and more apparent
every day.
Zenobia, who came to London to attend the Queen's Hall meeting,
had returned to Bath to nurse her father, whose illness showed
increasingly alarming symptoms. Linton Herrick, meanwhile, was not
wholly without occupation, for there were sundry private
conferences between his uncle and General Hartwell at which his
presence was required. These discussions and reports became of the
more importance in view of certain news from the East and of the
complications likely to arise at home in the event of the illness of the
President proving fatal.
Nevertheless, there were times when Linton found himself mooning
about his uncle's house and garden in a state both of mental and
physical restlessness. He missed Zenobia, missed a glimpse of her
on the river, or a flash of her as she sped away in the Bladud to
London. They had met often, and it seemed to him as if they had
known each other all their lives. He would have given anything to
hear the yelping of her dog Peter next door, because it would have
betokened the presence of Peter's mistress.
Before Mr. Jardine's departure for Bath, the young Canadian had sat
with him and talked on many topics and on several occasions. The
enormous strides which Canada had made, and was making, in the
way of prosperity greatly interested the President. Linton, however,
was astonished to find how little the man whom fortune had pitch-
forked into a foremost position in England really knew about Colonial
affairs. He frequently fell into amazing geographical errors, mistakes
quite comparable with that of a certain Duke of Newcastle who
announced with surprise to George II. his discovery that Cape
Breton was an island.
Linton liked the President, not wholly for the President's sake, but
partly for the same reason that he had developed a friendly feeling
towards Peter the dog. The President, on his part, certainly had
taken a fancy to him, and in those bedside conversations talked with
far less reserve than he was in the habit of employing in
conversations with Englishmen, particularly young Englishmen.
These conversations gradually impressed Linton with the belief that
this hardheaded and successful mechanic, who found himself, thanks
to the strength of a numerous and well-drilled party, at the head of
the State, actually was discovering his own deficiencies—the
educational deficiencies, the intellectual deficiencies for which
doggedness and powers of oratory were no true substitute. In a
word, it seemed as if, in that time of inactivity and reflection which a
bed of sickness enforces, Nicholas Jardine had begun to realise his
own shortcomings as a ruler of men—his unfitness to direct the
destinies of a nation great in history, and still great in possibilities of
recuperation if only well and wisely led.
"If you should be down West, come and see me at Bath," were the
President's parting words. "Indeed I will," said the young man
heartily, and there was something in his eyes as he turned to say
good-bye to Zenobia that made her colour. Nothing seemed more
probable to both of them at that moment than that Linton would
find himself down West, and nothing more certain than that there
would be only one reason for his going there.
The young man had fought his way into Queen's Hall on the night of
the great meeting, solely and wholly because he had heard that Miss
Jardine was likely to be present. But he had no idea what line she
was likely to adopt in reference to the momentous question under
discussion. Yet the one drawback that hitherto he had found in her
was her attitude, or what he feared was her attitude, towards the
question of woman's ascendency. In the crush of the hot and noisy
meeting, he had failed to see Zenobia on the platform, and when
she rose to speak his feelings were strangely blended—of admiration
at her bearing, and of dread less she might say something than ran
counter to his own convictions. But her actual utterance astonished
and delighted him; and the hostile method of the "Cat" provoked in
him such feelings of fierce resentment as he had never felt towards
womanhood before. Yet there was one sentence that fell from the
Vice-President which caused him to be sensible of emotion of
another sort. That sneering suggestion that the younger speaker
must be in love excited him strangely. He felt an intimate personal
concern in that scornful imputation. In love with whom?
And now he had ample time in his uncle's riverside house, with the
empty dwelling and silent garden on the other side of the hedge, to
ponder the same question. The Bladud, however, proved a great
boon. It had been left at his disposal, and Wilton, the Jardine's
engineer and skipper, was always ready to accompany him in an air
trip. Wilton was a hard-featured little man with a soft heart and a
shrewish wife, who kept the domestic nest in so spick and span a
condition that poor Wilton could never take his ease at home, and
therefore appreciated any good and sufficient reason for getting out
of it.
Wilton confessed to Linton Herrick a treacherous thought. It
concerned the wife of his bosom and the new Amazons.
"Seems to me," said the little man, "as this here scheme may be a
good thing in a manner of speaking. There's girls, and, maybe,
there's wives too, that wants a bit of a change. Well, that's right
enough. Why not?"
"What do you mean?" asked Linton, wondering and amused.
"Wot I mean, under pervisions, mind, under pervisions...." Linton
laughed, but Wilton was quite serious, his thoughts engaged in a
great domestic problem, his hands busy with the machinery of the
Bladud, in which they were just about to go aloft.
"Well, it's like this, I wouldn't be for letting women jine a reg'lar
army, but militia's different. They'd get a 'oliday at Government
expense. When they come back they'd be more contented-like with
their 'omes; and while they was away, well, there...." rubbing his
head with a pair of pincers.
"And while they were away the men would have a quiet time, eh?"
laughed Linton, who had heard of Wilton's family history.
"You've 'it it, sir, you've 'it it," said Wilton, without the vestige of a
smile. "Not but what women has a lot to put up with, mind you; and
there's times when they're as kind as kind. Still, wot I say is, a lot of
'em's never content unless they can have the upper 'and, and that's
what's wrong with England."
Meanwhile, at Bath, the condition of Nicholas Jardine had given

Zenobia cause for increasing anxiety.
In the hushed and tranquil days that sometimes come with October,
the leaves fall of their own volition, and with scarcely perceptible
sound. Their hour has come, and, with a faint whisper or rustle of
farewell, one by one they flutter down to mother earth. Thus also,
the leaves of human life are ever falling—the sighing souls of men,
obedient to the immutable design, passing from out the bourn of
time and space.
In those last days, when the certainty of the end came home to him,
Jardine, for the first time, began to ponder on problems to which he
had scarcely given a thought in the active years of his remarkable
career. Perhaps in the silence of the days, and in the deeper silence
of the nights, he asked himself unconsciously those same questions
which, thousands of years ago, the Son of Sirach had framed for all
time in language so expressive: "What is man, and whereto serveth
he? What is his good, and what is his evil? As a drop of water unto
the sea, and a gravel-stone in comparison of the sand, so are a
thousand years to the days of eternity!"
"All flesh waxeth old as a garment; for the covenant from the
beginning is: Thou shalt die the death. As the green leaves on a
thick tree, some fall and some grow: so is the generation of flesh
and blood, one cometh to an end, and another is born."
"Every work rotteth and consumeth away, and the worker thereof
shall go withal!"
One day the President startled Zenobia by asking for a Bible. She
brought it wonderingly. He signed to her to read. And as she read to
him, the sick man and his daughter looked up into each other's eyes
with something like bewilderment.
"Father," cried the girl passionately, as she closed the Book, "Why
did you keep it from me? Why did you do it?" The dying man looked
into her face with troubled gaze, and whispered something very
faintly. Was it the word "Forgive?"
A yet stranger and more terrible ordeal was in store for Zenobia. To
her lot it fell to hear from her father's lips a confession that seared
her to the very soul. This confession presently was embodied in his
will, which two days later he dictated to his daughter.
His mind was perfectly clear, though his hand could scarcely hold the
pen. As a matter of precaution, he insisted that the doctor and the
nurse should be the attesting witnesses. The will was sealed in an
envelope, and placed under lock and key. When that was done,
Zenobia, with set face, hurried to the nearest telegraph office and
sent the following message to Linton Herrick:
"I implore you to come immediately. A matter of life and death."
Meanwhile, Jardine had settled his affairs, and finished with the
business of life. Like the King of old, he turned his face to the wall.
Yet startling things were occurring close at hand—strange
occurrences within this very city of Bath. To others they were
sufficiently alarming. Indeed, there had been something in the
nature of a panic.
The first manifestation had taken place at the Grand Pump Room
Hotel. The King of Bath, if he could have come to his realm again,
would have encountered not a few surprises, and would have found
the famous Hotel transformed beyond all recognition. The examples
of London, Paris, and New York had been diligently followed. There
was a stately Palm Court, with marble columns and gilded cornices.
Oriental rugs and luxurious fauteuils had been lavishly provided. On
a raised marble terrace, during the dinner hour, a stringed band
furnished an undercurrent for the banal remarks of the diners. There
were rooms in the Adams style, rooms in the Louis the Sixteenth
style, a Charles II. Smaller dining Room, and a Smoking Room in the
Elizabethan style—with ingle-nook and heavy ceiling beams in oak.
But the people who dined and chattered and smoked amid these
surroundings were not Elizabethan, Stuart, or Georgian in style.
They were the product of the twentieth century, and were of no
style at all; they lacked repose and dignity; they were self-conscious,
self-assertive; believers, and encouraged to believe, in the powers of
the almighty dollar, hustlers and bustlers, who rushed hither and
thither, and did this or that without knowledge and without
appreciation, and solely for the purpose of being able to say that
they had done it. Everything inanimate in this twentieth-century
Bath Hotel was very beautiful. There were skilful imitations of
Adams, Sheraton, and Chippendale; there were coloured marbles,
trophies, garlands, ornamentation of all sorts in gilt and bronze;
decorative panels, with consoles and mirrors everywhere,—
everything being in elaborate imitation of something else and
something older.
But in one corner of the Grand Dining Hall was one thing real and
old—a fountain of Sulis water, which had been brought into a
decorative niche and enshrined amid elaborate allegorical figures
which nobody understood.
It was typical of England. She had gained in some ways, she had
lost in many more. She had acquired electric appliances, telephones,
and air-ships, but lost in grace and picturesqueness. Frequenters of
Bath no longer wore wigs, laced coats, and buckled shoes. They no
longer settled their little difficulties with the rapier. The ladies had
discarded powder in any appreciable quantities, and patches
altogether; but people of quality had vanished from the once familiar
scene. Quantity had taken the place of quality everywhere. Money
had proved the great key and the great leveller. There was a dead
level in style and tone and appearance. Society had to be taken in
the mass, instead of in the class, and notabilities were far to seek.
Such were the people upon whom the panic seized, amid the clatter
of knives and forks, the rattle of plates, and the popping of corks—
inseparable accompaniments of the table d'hôte dinner hour.
The visitors started to their feet with cries of dismay. An astonishing
thing had occurred. The fountain of Sulis water in the grotto at the
end of the great dining hall had suddenly burst its bounds! The pipes
were forced from their position. Great volumes of orange-tinted,
steaming water began to flood the room. The members of the string
band, whose seats and music stands were placed among the ferns
and palms, in immediate proximity to the fountain, grasped their
instruments, and beat a precipitate retreat. Ladies, uttering shrill
cries, jumped upon chairs. There was a scene of uncontrolled
confusion. In a few moments, water, almost boiling, covered the
floor to the depth of several inches, and male guests and waiters,
carrying the ladies on chairs or in their arms, made all haste to
escape into the vestibule.
At the same time the springs in the Roman baths displayed
extraordinary activity. Everywhere the water rose in enormous and
unprecedented volume. All the baths were hastily cleared of
occupants and closed to the public, and the most astounding reports
spread like wildfire through the city. The corporation officials
speedily came upon the scene, and trenches were hastily cut for the
purpose of carrying the overflow of water direct into the river. To the
intense relief of everybody, in the course of a few hours the flood
slackened.
Two days later, when people had begun to think there had been no
sufficient reason for their fears, came other sounds and signs of
abnormal activity in the earth itself. Faint tremors shook the
surrounding hills, more especially Lansdown, and these signs were
succeeded by sundry landslips, which sent many of the hillside
residents flying in terror from their houses. A huge crack presently

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