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CHAPTER 7—SUPERVISORY PLANNING
TRUE/FALSE
1. Planning is a reactive approach to how a business can improve upon its mistakes.
ANS: F PTS: 1 DIF: Difficulty: Easy

OBJ: LO: 7-1 NAT: BUSPROG: Analytic STA: DISC: Strategy
KEY: BLOOM'S: Knowledge
2. Good planning guarantees desired results.
ANS: F PTS: 1 DIF: Difficulty: Moderate

KEY: BLOOM'S: Comprehension
3. The process of creating objectives and making choices that will allow an organization to achieve its
long- and short-term goals is called strategic planning.
ANS: T PTS: 1 DIF: Difficulty: Easy

4. Effective strategic planning usually begins with the development of a mission statement.
ANS: T PTS: 1 DIF: Difficulty: Moderate

5. A mission statement is usually very specific including the company’s financial forecast.

6. Supervisors should not bother others when planning for the short-term because it will only pull
employees away from what they are paid to do.

7. Planning at the supervisory level of an organization tends to be more detailed than planning that occurs
at top levels.

8. Planning for the future does not involve an evaluation of the past.

9. Upper management is typically responsible for long-term planning.

10. Planning involves asking the who, when, where, why, and how questions.

11. Once the organization has developed its objectives it should move forward by creating goals.

12. The goals formulated for an organization as a whole become the general framework for operations and
lead to more specific objectives for department managers.

13. Supervisory-level objectives are typically more specific than organizational objectives.

14. Management by objectives (MBO) is a management approach in which managers, supervisors, and
employees jointly set objectives against which performance is later evaluated.

15. The determination of specific, measurable, and verifiable objectives is the foundation of management
by objectives.

16. MBO provides a sound means of appraising individuals’ performance by emphasizing objective
criteria rather than personality characteristics.

17. Standing or single-use plans are policies, procedures, methods, and rules that can be applied to
recurring situations.

18. Policies help managers delegate authority because they guide the decisions a subordinate supervisor
makes.

19. Written policies are more likely to be followed consistently than policies that are simply
communicated orally.

20. Policies enable supervisors to arrive at similar decisions to those that their managers would make.

21. A procedure is a standing plan that defines the sequence of activities to be performed to achieve
objectives.

22. Requiring supervisors to go through the human resource department during the preliminary steps of
the hiring process is an example of a policy.
ANS: T PTS: 1 DIF: Difficulty: Challenging

OBJ: LO: 7-6 NAT: BUSPROG: Reflective Thinking STA: DISC: Strategy
KEY: BLOOM'S: Application
23. Methods tend to be the most efficient way for the job to get completed.

24. “Employees are prohibited from smoking at their workstations" is an example of a rule.
ANS: T PTS: 1 DIF: Difficulty: Challenging

25. Rules are no different than policies.

26. A budget is a single-use plan because once the stated period is over it is no longer valid.

27. A program is a plan for accomplishing a specific, nonrecurring activity.

28. Because budgeting is associated with control, the preparation of a budget should be left to higher-level
management and supervisors should have no hand in it.

29. Projects are single-use plans.

30. An old piece of equipment can usually be made to do the job if it has been properly maintained.

OBJ: LO: 7-7 NAT: BUSPROG: Analytic
STA: DISC: Operations Management KEY: BLOOM'S: Comprehension
31. When an employee requests a piece of new equipment, the first thing a supervisor should do is solicit
prices from equipment suppliers to find the best deal for the new equipment.

32. Supervisors in every profession have the same degree of concern about workplace safety.

OBJ: LO: 7-7 NAT: BUSPROG: Analytic STA: DISC: HRM
33. Supervisors are responsible for allocating space and managing physical resources.

STA: DISC: Operations Management KEY: BLOOM'S: Knowledge
34. The Occupational Safety and Health Act (OSHA) is devoted to reducing and preventing injuries and
accidents in municipal buildings.

35. The primary responsibility of supervisory management is planning to use physical resources fully.

36. A wise supervisor realizes that "time is money" and therefore expects most employees to work
continuously at top-speed.

37. The advent of flextime has helped supervisors cover workstations more effectively and has allowed
them to exercise supervisory control more consistently throughout the work day.

38. Supervisors are frequently so caught up in the day-to-day routine that they may not notice when work
procedures and methods need to be revised.

39. A just-in-time inventory control system is a system for scheduling employees.

40. PERT diagrams have been successfully used in many projects involving production and construction.

41. Total quality management (TQM) is a system for scheduling materials to arrive precisely when they
are needed in the production process.

42. If an organization is run effectively, it will never face a "crisis situation."

43. The passage of time will usually take care of most crises an organization faces.

MULTIPLE CHOICE
1. All of the following are part of the planning function EXCEPT:

a. Analyzing a situation.
b. Establishing objectives.
c. Checking to determine whether operations are adhering to established plans.
d. Deciding which actions to take to achieve objectives.
ANS: C PTS: 1 DIF: Difficulty: Moderate
KEY: BLOOM'S: Analysis
2. Which of the following statements concerning planning is INCORRECT?

a. Planning should come before all other managerial functions.
b. Good plans guarantee good results.
c. Supervisors should conduct planning activities every day.
d. Planning involves anticipating future problems and opportunities.
ANS: B PTS: 1 DIF: Difficulty: Moderate
3. In most organizations, responsibility for developing and executing strategic or long-term plans falls
primarily to:
a. Top-level managers.
b. Middle managers.
c. Supervisors.
d. Non-supervisory employees.
ANS: A PTS: 1 DIF: Difficulty: Easy
4. A mission statement should reflect all of the following, EXCEPT:

a. The nature of the business that the organization is engaged in.
b. The philosophy and values of the organization.
c. The purpose for the organization’s existence.
d. The profit that the organization wishes to obtain this year.
ANS: D PTS: 1 DIF: Difficulty: Moderate
5. Bart is the CEO of an organization. His concept of what he would like the organization to become goes
beyond what is said in the mission statement. His concept can be termed as:
a. Organizing.
b. Visioning.
c. Performing.
d. Wishful thinking.
ANS: B PTS: 1 DIF: Difficulty: Challenging
6. All of the following statements about supervisory planning are true EXCEPT:
a. Supervisors do not need to consider past performance when planning for the future.
b. Supervisors should consult with specialists to help carry out the required planning
responsibilities.
c. Supervisors are usually not involved in long-term planning.
d. The plans a supervisor makes should be integrated and coordinated with the organization's
long-term plans.
ANS: A PTS: 1 DIF: Difficulty: Challenging
7. Supervisors must remember when developing their departmental objectives:

a. They don’t always have to compliment the overall goals and objectives of the
organizaiton.
b. They should be vague to allow for flexibility.
c. There must be a means to measure and document the department’s contributions to the
organization’s bottom line.
d. All goals need to be equally important.
8. Objectives are usually stated in terms of what is to be accomplished and:

a. Why the task needs to occur.
b. When the task needs to be completed.
c. Who should be chosen to carry out the task.
d. How employees should go about accomplishing it.
9. Beatriz has been asked to create specific objectives for the quality-control department she supervises.
Her company has received a number of complaints from customers who have found broken or
ill-fitting parts in the products they have purchased. Which of the following would be a well-stated
objective?
a. Reduce the number of defective products that leave the factory by 50% over the next four
months.
b. Work smarter not harder.
c. Get it right the first time.
d. Strive for customer satisfaction at all times.
10. Organizations use the MBO process for all of the following reasons, EXCEPT:
a. MBO is results oriented.
b. MBO motivates employees.
c. MBO provides a sound means of appraising employees.
d. MBO does not require thorough planning.
11. A _____ is a standing plan that defines the sequence of activities to be performed to achieve
objectives.
a. procedure
b. method
c. policy
d. None of the above
ANS: A PTS: 1 DIF: Difficulty: Easy
12. Marco is indulging in an alcoholic beverage on company premises. His supervisor catches him in the
act. His supervisor should resort to using which of the following?
a. A company method.
b. A company procedure.
c. A company rule.
d. A company program.
ANS: C PTS: 1 DIF: Difficulty: Challenging
13. Which of the following statements about company policies is NOT true?
a. When a firm has few policies, a supervisor has greater flexibility to deal with situations as
they occur.
b. Policies are guides to decision making, not guides to action.
c. Written policies are more flexible and informal than unwritten ones.
d. Supervisors seldom need to issue policies.
14. A budget does NOT take into consideration:

a. Employee hours.
b. Sales figures.
c. Competitors’ units sold.
d. All of the above.
15. Which of the following is NOT an advantage of preparing a procedure?

a. Procedures require an analysis of work to be done.
b. Procedures encourage employees to find their own unique ways of getting the job done.
c. Procedures give a supervisor standards for evaluating employees' work.
d. Procedures reduce the need for much routine decision making.
16. _____ is an example of a major project.

a. Expansion of a manufacturing plant
b. Problem-solving a customer’s issue
c. Developing an organizational operating budget
d. Closing a division
17. When supervisors require help allocating floor space they should contact:
a. Their manager.
b. Their subordinates.
c. The facility manager.
d. Both a and b.
18. Physical resources include all of the following EXCEPT:

a. Tools.
b. Machinery.
c. Water.
d. Computers.
19. _____ is a leading cause of accidents in the workplace.

a. Poor attitudes
b. Faulty tools and equipment
c. Unethical decision making
d. None of these answers
ANS: A PTS: 1 DIF: Difficulty: Moderate
20. The Occupational Safety and Health Act of 1970 was established to:
a. Protect employers against lawsuits when injuries happen in the workplace.
b. Reduce injuries and accidents on the job.
c. Defend employees when injuries occur in the workplace.
d. Eliminate jobs highly prone to injury.
ANS: B PTS: 1 DIF: Difficulty: Easy
21. Which of the following statements about employee work schedules is TRUE?
a. Work schedules should be based on maximum output.
b. Supervisors must plan for all employee absences.
c. Supervisors should expect all employees to work at their top speed at all times.
d. Employees tend to be a bit less productive when they are working overtime.
22. Raul comes to work every day from 10:00AM to 2:00PM. He works an additional four hours every
day when it is convenient. This is an example of:
a. flextime.
b. job sharing.
c. part-time work.
d. telecommuting.
OBJ: LO: 7-7 NAT: BUSPROG: Reflective Thinking STA: DISC: HRM
23. TQM includes all of the following, EXCEPT:

a. Continuously improving quality.
b. Making a total effort toward meeting customer needs.
c. Making everyone responsible for doing the right job the first time.
d. Top management being solely responsible for meeting quality standards.
ANS: D PTS: 1 DIF: Difficulty: Challenging
STA: DISC: Operations Management KEY: BLOOM'S: Analysis
24. Knowledge management involves all of the following EXCEPT:

a. Retrieving information.
b. Sharing information.
c. Memorizing information.
d. Storing information.
STA: DISC: Operations Management KEY: BLOOM'S: Analysis
25. When a crisis occurs, the most important thing for an organization to do is to:
a. Respond quickly.
b. Have multiple spokespeople.
c. Deny fault.
d. Downplay the issue.
ANS: A PTS: 1 DIF: Difficulty: Moderate
26. Sally’s job as retail manager involves analyzing the retail situation at her store, forecasting sales based
on seasonal demand, establishing objectives for the store, setting priorities, and deciding which actions
are needed to achieve those objectives. Sally’s tasks fit into which managerial process?
a. Planning c. Leading
b. Control d. Organizing
27. Abe Wilson’s primary role within his company is to establish broad goals and make decisions to
achieve long-term and short-term objectives that affect the entire company. Based on this
information, Abe Wilson is most likely a(n):
a. Middle manager c. Staff manager
b. Top manager d. Functional manager
28. Bonita, a hotel supervisor, compares the hotel’s current occupancy rates with those from this time last
year and in previous years to determine whether it is necessary to boost occupancy through sales
promotions. The hotel’s occupancy rates are an example of:
a. Qualitative measures c. Metrics
b. Subjective measures d. Benchmarks
29. Charlene, a top manager, is participating on a project at work to develop a long-range plan that will
highlight her organization’s goals for the next year, three years, five years, and ten years. Charlene is
helping to develop what type of plan?
a. Functional plan c. Operational plan
b. Tactical plan d. Strategic plan
30. During her annual performance review, Jillian meets with her supervisor Chris to set her objectives for
the next year. Chris informs Jillian that her performance in achieving these newly established
objectives will be the basis for next year’s merit pay increase. This is an example of what type of
management system?
a. Management by wandering around c. Management by objectives
b. Benchmarking d. Total quality management
31. At the plant where Ronnie works, posters are prominently displayed at assembly lines to diagram the
precise steps for each assembly task. These posters display ________ to enhance worker efficiency
and effectiveness.
a. Rules c. Policies
b. Methods d. Objectives
OBJ: LO: 7-6 NAT: BUSPROG: Reflective Thinking
STA: DISC: Operations Management KEY: BLOOM'S: Application
32. CareMax, a health products manufacturer, has recently deployed a supply chain system that schedules
materials to arrive precisely when they are needed in the production process. This is an example of
which of the following?
a. Six Sigma c. Knowledge management
b. ISO 9001 d. Kanban
33. High-quality service is a major strength for ACR Communications. This strength stems from the
company’s long-standing commitment to engaging all employees in customer satisfaction through the
continuous improvement of communication services. This long-standing approach can best be
described as:
a. Total quality management c. Knowledge management
b. Kanban d. Benchmarking
34. Samantha, a supply chain manager at a consumer goods packaging company, often reviews what her
competitors are up to, especially to identify innovative best practices that her company could
potentially adopt. This is an example of:
a. Six Sigma c. Knowledge management
b. Total quality management d. Benchmarking
35. While researching security systems on the Internet, one company in particular stood out for Mr. and
Mrs. Jones: Secure Systems and Services Inc (SSS). This company displayed a note on its website
proclaiming that it is an ISO 9001, and that it recently won the Baldridge award. This information
should inform the Jones’ that SSS is focused on what?
a. Low cost c. Quality
b. Environmental sustainability d. Human resources
SHORT ANSWER
1. What is included in the planning function of management? Why is it so important?

ANS:
Planning involves analyzing the situation, forecasting events, establishing objectives, setting priorities,
and deciding which actions are needed. Planning is important because it increases the likelihood of
achieving objectives and decreases inefficiencies and confusion.
PTS: 1 DIF: Difficulty: Moderate OBJ: LO: 7-1

NAT: BUSPROG: Analytic STA: DISC: Strategy
KEY: BLOOM'S: Synthesis
2. What is strategic planning? In most organizations, who is responsible for strategic planning?
ANS:
Strategic planning is the process of establishing goals and making decisions that allow an organization
to achieve its long- and short-term objectives. In most organizations, top-level managers are
responsible for developing strategic plans.

3. Joanne and Timothy have just come out of a meeting with the Board of Directors concerning
organizational planning for the future. Joanne is a first-line supervisor, while Timothy is an
upper-level manager. What types of planning activities will each of them be most likely to be
responsible for?
ANS:
As an upper- level manager, Timothy will be involved with long-range planning involving products
and services, facilities and technology, and major investments that the organization may wish to make.
Joanne, on the other hand will be constructing plans that involve day-to-day departmental tasks, which
have a narrower focus and are very detailed.
PTS: 1 DIF: Difficulty: Challenging OBJ: LO: 7-4

4. In what way should supervisory objectives be stated? Why?
ANS:
Supervisory objectives should be stated in terms of what needs to be accomplished and when.
Objectives should also be given in measurable or verifiable terms. Stating objectives in this manner
allows supervisors to evaluate performance against specific targets--to determine, in other words,
whether or not the objectives have actually been met.

5. Describe the most important reasons why firms have adopted the MBO model.
ANS:
First and foremost, MBO is results oriented. An efficient MBO program can motivate and encourage
commitment to results among all employees. An MBO program can also allow supervisors to more
effectively evaluate their employees' performance, since objective (measurable) standards are
emphasized. Finally, MBO provides a more rational basis for determining compensation and other
rewards, which are based more on merit than on other considerations.

6. How are procedures and methods similar? How are procedures and methods different?
ANS:
Both procedures and methods are standing plans to be performed. However, procedures are a
sequence of events.

7. What is a major disadvantage to telecommuting? What are companies doing to deal with this issue?
ANS:
Supervisors are required to plan well in advance and communicate with these employees. Companies
are making special efforts to train supervisors to manage telecommuters.

NAT: BUSPROG: Analytic STA: DISC: HRM KEY: BLOOM'S: Synthesis
8. What is knowlege management?
ANS:
Knowledge management is the systematic storage, retrieval, dissemination, and sharing of information
driven by computers in ways that are conducive to desired results.

NAT: BUSPROG: Analytic STA: DISC: Operations Management
9. How can a well thought-out mission or vision statement be helpful to an organization undergoing a
crisis?
ANS:
Mission and vision statements focus on an organization's philosophies and ideals, core values, and
reason for being. During a crisis, an organization's values will be on full display. If those values have
been well entrenched throughout an organization, decisions about what to do in the midst of a crisis
will be a bit easier than otherwise. The organization's values will be clear.

ESSAY
1. What is benchmarking? What are some of the steps that are used in the benchmarking process?
ANS:
Benchmarking is identifying and improving one’s organization based on the best practices of the
leaders in an industry or related field. The steps in benchmarking include: a determination as to what
to benchmark, e.g., a process, procedure, customer service, compensation, or some other criteria;
identifying comparable organizations within and outside of the industry; collection of comparative
performance data; identifying performance gaps; determining the causes of the differences; and
ascertaining the best management practices. After these steps have been completed, organizations that
have conducted benchmarking develop plans to meet or exceed the best in the industry.

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CHAPTER X
THE WOUNDED MOOSE
In this way he passed the long, terrible hours of the night. But as
soon as it began to grow light he untied the dogs, and took a circle of
several miles through the woods, hoping that he might find some
trace of the missing hunter. But he remembered the old man’s
instruction that he was not to leave the camp to go any very great
distance, and after two hours of futile search he returned in despair.
The dogs, seeming to realize that something was wrong, were
alert to every unusual sound; and when Larry would spring up and
peer through the trees expectantly, they would leap about and bark
excitedly. But the sun rose higher and higher, and still Martin did not
come.
At last the boy could stand the suspense no longer. In defiance of
Martin’s explicit instructions he decided to leave the camp and try to
find him. The thought that the old man must have been injured, or
taken ill, kept forcing itself into the boy’s mind. An experienced
hunter like Martin would not lose his way; and moreover, if he should
become confused, he would still have his own trail to follow back to
camp; for this trail was well marked in the snow. In any event, Larry
could not remain inactive any longer with these terrible fears tearing
at his heart.
So he harnessed the dogs tandem to one of the empty toboggans,
strapped on his snow-shoes, and started out following Martin’s trail
of the day before. At first he took the lead, running at top speed; but
presently he found that, since the trail had been broken out by
Martin, he could make better time by letting the dogs haul him on the
toboggan. His weight was so much less than the load they were
accustomed to haul that now they ran along the trail at high speed,
following Martin’s tracks without any guiding instructions.
For two hours they went forward, Kim leading, his nose close to
the snow, and both dogs keenly alert. The tracks wound in and out
among the thickets, indicating where Martin had explored likely
looking places for game, but their general direction was toward the
southwest, the course the old hunter had said he should take. Once
the snow-shoe trail had followed the track of a deer for half a mile;
but evidently the animal was not overtaken, for presently they found
where Martin turned off into his original course again.
By noon the dogs had begun to slacken their pace a little, and
Larry, thoroughly discouraged, had decided that he would retrace his
course, when they reached the crest of a low hill a short distance
ahead, which seemed to command a view of the country for some
distance around. If nothing could be seen of Martin from this hill, he
would face about and return to camp; and more than likely he should
find the old man there waiting for him. Hardly had he reached this
decision, however, when Kim stopped so suddenly that Jack and the
toboggan bumped into him, and stood with bristling hair and stiffened
muscles for a moment, and then made a frantic leap forward,
snarling and barking.
At the same time Jack seemed to have discovered the cause of
his mate’s excitement, and it was only by twisting the sled rope
about a sapling that Larry prevented them from dashing madly off
into the woods. Yet he was unable to discover the cause of their
actions, although he peered intently through the trees in all
directions. But whatever the cause, he knew that they had scented
something quite out of the ordinary; and as a precaution he drew the
little rifle from its case and made sure that the firing-pin was set for
the heavy cartridge.
Then he took a firm grip on Kim’s collar, putting all his weight
against the dog’s strength, and advanced cautiously through the
trees toward the top of the hill.
The crest of this hill had been cleared of large timber years before
by a forest fire, and there was an open space for several hundred
yards beyond. When Larry reached this cleared space he saw a
sight that made his heart leap into his throat and his hair seem to lift
his cap. His hand trembled so violently that he came near dropping
his rifle, and his breathing ceased altogether for a moment.
For at the opposite side of the clearing stood a huge animal, tall
and gaunt, its thick neck supporting a head like a great black barrel
crowned with a pair of thickly pointed horns that seemed as long as
the toboggan from tip to tip. The great creature stood facing him, the
long, coarse hair about its head and neck standing out straight, its
fore legs wide apart, its hind legs slightly bent ready for a spring
forward. All about it for a space of several yards the snow was
trampled into a hard bed and blotched with blood.
In the center of this trampled space was a huge boulder, and just
beside it a sapling perhaps six inches in diameter. Perched on the
top of the boulder and only a few inches out of reach of the great
antlers, old Martin lay huddled. Or, to be more exact, what appeared
to be a bundle of Martin’s clothes that looked as if they might have
been hurled there by the infuriated animal. The mystery of the old
man’s failure to return to camp was explained.
At the sight of the huge animal so close at hand the dogs became
absolutely frantic; and knowing that it would be folly to try to control
them further, and wishing to give them every possible advantage in
the fight that was now inevitable, the boy slipped the harness from
each.
As the dogs bounded toward the wounded animal, the moose
sprang forward to meet them, snorting fiercely; but in doing this the
heavy creature put itself at once at a disadvantage. For its hoofs
broke through the crust at every step, while the dogs kept their
footing on the surface, darting in and out, snapping fiercely at legs
and flank.
The noise of this battle roused Martin from the stupor into which
he had fallen, so that he raised his head, and then gradually dragged
himself into a sitting posture. Then, as he recognized the dogs, and
saw Larry hurrying forward, new life thrilled the old man, and he
began waving his hand and shouting feebly to the boy.
At first his voice was so low that the boy could not hear it above
the din; but as he approached the rock, waiting for a favoring
moment to place his one shot in some vital spot, he could make out
some of Martin’s instructions shouted through his trumpeted hands.
“Steady, boy, steady!” the old man shouted. “Wait till he turns his
head, and shoot between the eyes! Not now—wait till he turns—not
yet—!”
Just then the moose, frantic with pain and anger, caught sight of
the boy approaching him. At this discovery the huge animal seemed
to forget the dogs, and wheeling, made straight for Larry, head down,
bristles standing, and bloody foam blowing from its nose and mouth.
“Shoot! Shoot! For God’s sake shoot, Larry!” the old man
screamed, half rising, and then toppling back upon the rock.
But Larry needed no instructions. He had proved himself and his
weapon only yesterday, and he had the courage born of experience.
The first terror inspired by the huge animal had passed, and now he
stood with his feet braced wide apart on his snow-shoes, the rifle at
his shoulder and his eye fixed on the little bead of the front sight as
the huge animal plunged toward him. Kim and Jack, realizing the
impending danger to their master, buried their teeth in the moose’s
flanks on either side and hung on grimly causing the animal to pause
momentarily. This was Larry’s chance. There was a flash and report,
and the big animal, rearing upwards and sinking on its hind legs,
plunged sidelong into the snow and lay still. The heavy steel-
jacketed bullet had crashed into its brain, killing it instantly.
Before the huge head fairly reached the ground both dogs were at
the animal’s throat, tearing and mangling, mad with the lust of battle.
Larry, reacting from the tense excitement, felt his knees sag under
him as he realized the result of the shot. But even this did not make
him forget to load his gun again instantly—a thing that becomes
automatic with the hunter—and approach the beast cautiously, ready
for another shot. But the dogs, with fangs buried in the creature’s
throat, gloating in the hot blood, bore silent witness that more shots
were unnecessary.
Then Larry’s pent-up emotions found expression in a wild shout
as he rushed to where old Martin lay.
But his feeling changed to dread apprehension when he reached
the base of the rock, saw where the blood had trickled down over the
side, and found that the old man had fallen back unconscious.
Perhaps his triumph had come too late after all! In an instant he had
kicked off his snow-shoes, climbed the sapling that rose beside the
rock, and was kneeling over the still, crumpled figure, his warm
hands caressing the white cheeks, his voice choked with emotion.
His warm touch revived the hunter, who opened his eyes slowly,
and then smiled faintly up at the boy.
“I’ll be all right in a minute,” the old fellow whispered; “get me off
this rock and build a fire, quick. I’m frozen.”
But getting the injured hunter off the rocks without hurting him
proved a difficult task. The sides were almost perpendicular, and
Martin too weak to help himself at all. So, after several futile
attempts, Larry was obliged to get the harnesses from the toboggan,
fasten the draw strap under the hunter’s arms, and in this manner
lower him over the side. Then the boy quickly gathered some sticks
and made a hot fire.
During most of this time Martin remained inanimate, but he
revived again when Larry had dragged him near the fire; and now he
asked faintly for water. A few gulps of the melted snow water from
Larry’s cup revived him perceptibly, and meanwhile the boy was
chafing his cold hands, and had removed his moccasins and drawn
his feet close to the fire.
Presently Martin asked feebly for food; but Larry shook his head.
For once he had forgotten one of the old man’s reiterated
instructions—that he should never go anywhere from camp without
taking at least one ration with him. When he started out he had only
expected to be gone a few hours, and in his perturbation he had
forgotten to take anything to eat.
But the old hunter’s wits had not completely failed him.
“The moose,” he said faintly.
And then the boy remembered that a month’s supply of food, upon
which the dogs were still feasting, was lying only a few feet away. So
in a few minutes he had a huge slice of moose steak suspended on
a stick over the fire, from which he cut off thin strips and fed to the
ravenous hunter.
During this process he had time to observe the nature of Martin’s
injury, although he was not quite sure of its exact location, as the
hunter’s clothes were rent and blood-stained in many places.
“It’s my left leg,” Martin said, interpreting the boy’s anxious
expression. “It’s all ripped to pieces. But it was the cold that was
killing me. Now I’m getting warm and feeling stronger every minute.
In another half hour I’ll be ready to take a ride home with you while
the sun is high.”
By the time the steak was consumed Martin was sitting up, taking
sips of hot water out of the tin cup from time to time. Every
movement caused him great pain, but he strove stoically to conceal
this from the boy.
“Harness up the dogs,” he said presently, “pack me into the
toboggan, and let’s start for camp. We haven’t any time to lose, for it
gets cold on a sled when the sun goes down.”
So Larry called the dogs, who were loth to leave their feast,
packed the old man into the bag on the toboggan so that only his
head showed above the flaps, and started.
Several times he had tried to get the old hunter to tell him how it
had all happened; but Martin put him off, assuring him that there
would be plenty of time for talking when they were back in camp
again.
Once the start was made there was no chance for talking, all
Larry’s energies being required to keep the now lazy dogs up to their
usual speed. And now he realized the wisdom of not feeding them
until their day’s work was done, as was Martin’s inflexible rule. He
was kept busy steering the toboggan around rough places that would
jar his passenger, as the old man’s excruciating pain was
accentuated by every additional shock. Yet Martin would not
consider stopping, or even slackening the pace; and as the dogs
warmed to their work after the first few miles they were able to make
the camp just as the sun was setting, all hands ready to drop from
exhaustion.
They found Larry’s big fire still burning, and in a few minutes he
had warmed up the remains of the feast he had planned for the night
before. Then, when he had wrapped up the injured leg, and propped
the old hunter in a comfortable position before the fire, Martin was
ready to tell his story.
“Don’t you mind now, and look scared whenever I screw up my
face,” the old man began; “for the pain shoots around pretty bad at
times. But I’ll stand it all right, and I’ll kill many a bull moose to pay
for it, too.”
Then he chuckled softly in the old familiar manner.
“What makes me laugh,” he said, “is to think that all this time I
have been letting you think that I am something of a hunter, trying to
show you how to kill game; and here you go out and kill the moose
that came mighty near killing me. This is how it all happened:
“I came across signs of game after I had left the camp about an
hour, and the signs were good too; but still I didn’t get sight of
anything, and I kept going right on until well after noon. So I decided
to turn about and take the back track home, feeling sure that I should
have better luck on the way in. Sure enough, when I came near the
place where you found me, I found where a moose had floundered
along through the snow, probably scared from some yard by my
scent as I passed. He was standing near the big rock and as the
wind was blowing toward me, he hadn’t discovered me.
“So I worked around to get the rock between us, and then I
sneaked up so as to get a close shot and make sure of him. I ought
to have tried a longer shot at him, but you see the .38-40 is a pretty
small cartridge for moose except at close range, and I intended to
get him, sure.
“I sneaked along until I was right behind the rock, and then I
stepped out and shot point blank for his head. But just at the very
second I pulled the trigger the old rascal had to jerk his head about
six inches to one side, so that the bullet ploughed deep into his neck,
just where it would hurt and make him mad, but nothing more.
“And then all the trouble happened in about three seconds. I
jerked down the lever to throw in another cartridge, for he was
coming right at me. But Jumping Jee-rusalem! if the old gun didn’t
jam. The head of the empty shell had broken off and stuck in the
chamber! I didn’t have any time for investigating, for the bull was
right on top of me, so I just jumped for the side of that rock. Nothing
but a fly could have gone up it—without help; and I knew that then as
well as I do now. But I hadn’t any choice. And the curious thing is
that the old moose himself furnished the help.
“He was so close to me when I jumped that one of his points
caught my leg and ripped it open as he went along; but at the same
time he flung his head up and threw me clean up the side of the
rock. So by the time he could stop and turn around I was up out of
his reach. But I was his meat, all the same. All he had to do was to
sit down and wait long enough and I’d freeze or starve to death.
“He had no notion of waiting, though,—that is, not at first. He
planned to come right up there and finish the job. But you see he
didn’t have any friend around to hook him in the leg and give him a
boost as I had, so he couldn’t make it. He tried for a full hour, getting
madder and madder every minute, snorting and pawing up the snow,
and then coming back for another try at me. And there I had to sit
and take it, with my gun lying down below in the snow.
“Pretty soon I saw that the old scoundrel had settled down for a
regular siege. He gave up trying to reach me, but he never took his
eyes off me, and just walked ’round and ’round that rock hoping I’d
come down. I’ll bet he made that circle a thousand times in two
hours.
“I thought when night came that he would start off and give it up,
and several times he did go away behind a clump of trees a few rods
away. But the minute I raised my head or moved a finger he was
right back on the job again.
“Then I knew that my time had come. It wasn’t such a terribly cold
night, you know, but I lay out there in the open with nothing over me,
and I was mighty weak from the blood I’d lost. And I knew that I was
slowly freezing to death. I thought of a dozen things to try, but all of
them were hopeless. There was no use in sliding off and grabbing
the rifle for by the time I could get the broken cartridge out the
moose would have killed me several times over. If it hadn’t been for
the leg I’d have come down and fought it out with the old brute with
my hunting knife. I have done that before with a wounded bull. But I
was so weak that I could hardly raise my body, let alone my leg. So I
just settled down to freeze.
“But you see I’m a tough old rooster, and when the sun came up
this morning I was still there, with my moose taking good care that I
should stay there. By that time, though, I didn’t care much whether
he stayed or not. It didn’t make any difference. For I couldn’t have
crawled fifty yards if I’d had the chance I was so stiff and weak.
“After a while I dozed off; and the next thing I remember I heard
the bull fighting with some wolves. I thought they were wolves then,
but I didn’t even open my eyes to see, although I hoped they’d kill
him. And then something sounded familiar about those wolves’
voices, and I turned my head. And there was old Jack and Kim trying
to even up my score with the old critter.
“My God! boy, I never knew what it was to be glad about anything
in my life before! There you were coming with the little gun, and
there was Jack on one side and Kim on the other taking out hunks
from the old moose’s side at every jump, and—”
The old man stopped, and brushed his arm across his eyes,
unable to go on for a minute, while Larry sat blinking hard at the fire.
But presently the hunter regained his composure a little, and
continued:
“And then when you fired and shot that old devil right between the
eyes, I was willing to die for sheer joy.”
The old man paused again and tried to force a little laugh.
“And to think that you had to come and kill him with the little gun,
while the best that I could do was to make him mad.”
And he patted the boy’s shaggy head affectionately.
“But you see, Martin, I’ve been having more practice lately than
you have,” the boy said, springing up. “Wait till I show you
something.”
He darted out of the tent and came struggling back hauling the big
white wolf and dropped it before the fire, and then brought the other
three and laid them in a row for Martin’s inspection. His eyes were
shining with pride and the old hunter’s face beamed with genuine
admiration.
“Just four cartridges—one for each wolf,” Larry said proudly, “and
a little tap with a club thrown in for good measure.” And then he told
the old man the story of the wolves, and exhibited the rip in his coat
sleeves.
Several times during the recital Larry noticed that Martin’s face
twitched with the agonizing pain he was suffering, although the old
man tried hard to conceal it, protesting that it was a thing too slight to
be worth noticing.
“It isn’t the pain so much,” the old man said, at last. “I can stand
that all right. But I could stand it just a thousand times better if I had
my old pipe and one pinch of tobacco. Boy, I’d give one long year of
my life if I could have five minutes’ smoke. I’d get up and fight a
moose, or a grizzly, or both, right now for a dozen whiffs of the old
pipe.”
With a little laugh Larry jumped up, ran to their pile of plunder, and
fumbled in his ditty bag. Then he turned and held up a pipe and a
plug of tobacco for Martin to see.
“Will this new pipe do?” he asked, laughing, as he handed Martin
the precious articles.
The old man’s eyes were round with astonishment, and his hands
trembled with eagerness. They trembled so that he could hardly pare
off the shavings of the plug and load the pipe, and light it with the
brand that Larry handed him from the fire. But a few whiffs steadied
him.
“You see,” Larry explained, “when you told me to put something or
other into my ditty bag for luck, I couldn’t think of anything that would
be luckier than a pipe and some tobacco for you—just to buy you off
some time when you got cranky, you know. So here’s your bribe to
keep you good natured about my running off and leaving the camp
when you told me not to.”
“Well, this makes twice to-day that you’ve saved my life,” the old
man grinned, “so I’ll forgive you. And now pile some wood near me
so that I can keep the fire going, and then you crawl into bed and get
some sleep. I don’t suppose this moose leg of mine would let me
sleep anyhow, but even if it did I wouldn’t waste my time doing it
when there was a pipe and some tobacco around. I am almost glad
now that the old beast gouged me.”
CHAPTER XI
THE RETURN TO THE WRECK
Martin was in fine spirits when Larry finally crawled out of his
sleeping bag and set about getting breakfast next morning. The
injured leg was stiff and useless, to be sure, but the acute pain had
subsided and did not bother the old man except when he attempted
to move. “By to-morrow,” he assured the boy, “I’ll be ready to hit the
trail again.”
Larry, with a perplexed look, turned from his work of frying moose
meat to see if Martin was in earnest.
“I guess your tobacco has gone to your head, Martin, if you expect
to be able to use that leg much by to-morrow,” he said indulgently.
“I don’t expect to be able to use it much by to-morrow,” Martin
replied simply, “but we’ll be moving all the same.”
Larry set the frying pan down beside the fire, and came in and
stood before the old man with his arms akimbo, scanning the old
fellow’s immobile face. For a moment or two they faced each other,
neither of them speaking and both looking very serious. Larry was
puzzled but determined.
“Now see here, Martin,” he began, “you don’t really suppose that
you are going to be able to travel to-morrow, do you?”
“I certainly do,” the old man replied without relaxing a muscle;
“and what’s more to the point, I’m going to!”
“But Martin,” Larry protested, “how do you expect that your leg
which is so sore you can’t even move it to-day, will be so you can
walk on it to-morrow?”
“I don’t,” Martin replied.
“Then how do you suppose you are going to stumble on through
these woods mile after mile,” Larry persisted.
“Who said anything about stumbling through these woods, or any
other woods?” the old hunter asked, with a twinkle in his eye. “You
shouldn’t jump to conclusions, Larry.” And he chuckled at the boy’s
discomfiture.
Larry gave a defiant toss of his head and returned to his frying
pan. “Kim and Jack and I are going to eat our breakfast now,” he
announced with a grin. “Perhaps you can beg some breakfast too
when you are ready to tell me what you are driving at.”
“All right,” Martin capitulated; “I’m too hungry to be stubborn. Bring
on the breakfast and we’ll talk while we eat. I’ve been thinking this
thing all out during the night, and here it is:
“We’re going to travel to-morrow, but I intend to ride. I am going to
have you pack me on the sled with a few days’ stock of food, and get
Kim and Jack to haul me. You can come along as escort, if you care
to. In fact if you don’t care to I shan’t go, and we’ll spend the winter
here and starve, instead of going back to the yacht to get fat.”
At this announcement Larry gave a shout that brought the dogs to
their feet in surprise. The idea of returning to their comfortable
quarters on the coast instead of struggling on through the wilderness
seemed a vision of perfect happiness to the boy.
Martin outlined his plan completely while they ate their breakfast.
They would take the two sleeping bags, the tent, and a supply of
food, harness the two dogs to one of the sleds and “hit the back trail
for ‘home,’” as he called the wreck. He would sit on the toboggan in
one of the sleeping bags and direct the dogs while Larry would
trudge behind helping to steady the sled and prevent it overturning in
the rough places. In this way they could make the return trip in four
days easily unless a storm came up. If a storm came they would
simply “hole up” and wait until it blew over. When the wounded leg
had healed, as it would very shortly in their comfortable camp, they
would make another start for civilization.
It took Larry the greater part of the day to make the necessary
preparations for this trip. Under Martin’s direction he rigged one of
the toboggans with handles at the back, so arranged that he could
use them for steadying the sled or helping the dogs in the hard
places as he walked behind. He also made a back-piece of twisted
branches for Martin to lean against as he sat on the sled,
strengthening this rough framework with cord and strips of canvas.
When finished Martin declared that it looked like a movable brush
heap; but he admitted that it was strong and serviceable, and made
a comfortable support for his back.
The second toboggan and the extra provisions were suspended
from limbs high above the ground where they would be out of the
reach of animal prowlers, and available for future use should they
ever need them.
They broke camp the next day before dawn and headed the dogs
out into the open expanse of glistening crust. There was no need to
direct their course, nor stimulate them to top speed. A trained sledge
dog remembers directions better than a man, and is as keen for the
return trip toward home as his human companions. Indeed Jack and
Kim showed such enthusiasm and found that their load ran so easily
on the hard crust that Larry had difficulty in keeping up with them at
times except by clinging to the handles. Crossing the plain, which
consumed so much time on the outward trip, required only three
hours for the return; and even in the woods that lay beyond their
progress was almost twice as fast as before.
Despite Larry’s efforts, however, the sled received severe bumps
at times, that made Martin groan with pain. But the old hunter would
not allow any stops or slackening of speed for so trivial a matter as
his personal discomfort. His dominant idea was to get back “home”
as quickly as possible, and his attitude spurred Larry on to exert
himself to the limit of endurance. By sundown they had covered a
quarter of the distance to the coast; and in the afternoon of the fourth
day they came tearing into the home camp, the dogs barking
frantically and Martin and Larry shouting their delight.
Here they found everything practically as they had left it, so that
they had only to open the tent flaps, light a fire in front, and sit down
to rest and enjoy themselves.
But it was no part of Martin’s plan to let Larry sit idle during the
long weeks that lay ahead of them, or to remain inactive himself one
hour longer than his injured leg compelled him to. He knew that
idleness and lack of diversions were bad things for the boy, who
would very soon feel the strain of their solitary surroundings if not
kept so fully occupied that the time would pass quickly. He could
offer few diversions, but he had planned plenty of active work.
His first move next day, therefore, was to have Larry haul him to a
point where he could inspect the wreck. He found it frozen in where
they had left it, and wedged into a huge mass of ice that would hold
it fast until the warm spring weather. So he transferred their living
quarters temporarily to the after cabin, which Larry made snug with a
little tinkering. Here, warmed by the galley stove, he could give his
wound more effective treatment than in the open tent. Meanwhile he
set Larry to work building a hut made from the wood of the forward
cabin.
The task of tearing this cabin to pieces was even greater than that
of actually putting it together again, but Larry set about it with saw,
axe, and crow-bar. At first he worked alone; but after a few days
Martin was able to crawl up on deck and superintend things from his
seat in a sleeping bag, while the dogs acted as interested
spectators. The days were very short now in this far northern
latitude, and every hour of daylight was devoted to the wrecking
work, leaving the “housekeeping” work to be done by lamplight. In
this way the boy was kept so completely occupied, doing and
accomplishing, that there was little time left to dwell upon the
loneliness of their situation. So that, on the whole, the time passed
quickly and pleasantly. This was what Martin had hoped to
accomplish.
By the time the house-building material was secured, the old
hunter could hobble about on extemporized crutches and give
directions about building the hut, and sometimes assist Larry in
steadying the boards that held the frame in place. And when their
new home had reached a stage that called for finishing touches he
was able to handle hammer and saw in performing some of the
lighter work.
The hut was a curious little creation, with round port holes for
windows and a ship’s cabin door, which gave it the appearance of
having been cast up from the sea. It was made of the tight fitting
boards, and rendered doubly wind proof by two thicknesses of
canvas stretched over every part of it and nailed securely. Inside it
was made attractive with all manner of ornaments taken from the
yacht. There were two comfortable bunks arranged cabin-fashion
one above the other at one end, a table and chairs, a case of books,
and the little stove from the galley that kept the room warm even in
the coldest weather. With its complete equipment, even to spring
cots and mattresses, Martin declared it the finest winter home ever
owned by shipwrecked hunters.
By Christmas day it was completed even to the smallest detail,
and on that day they moved in and formally took possession,
deserting the yacht forever. This day was made one of special
merriment and rejoicing, for Martin was able to dispense with his
cane or crutches for the first time, and use his leg in a natural
manner without assistance. It was still weak, but strengthening so
rapidly that it promised soon to be completely restored to power. So,
to celebrate this combination of happy events, they brought all
manner of delicacies from the pile of stores, and devoted the first
part of the day to preparing for a grand feast.
In the afternoon they harnessed the dogs tandem to the toboggan,
Martin took his place in the “movable brush heap,” and all went for a
“joy ride” of several miles through the woods in a great circle that
brought them back to the cabin about sundown. In several places on
this journey they crossed caribou tracks, the sight of which made
Martin’s eyes sparkle, and he predicted great hunting trips before the
winter was much older.
In the evening they had their grand dinner which the dogs
attended, all hands doing full justice to every course. After the feast
Martin and Larry played cards until far past their usual bedtime.
Taken all in all Christmas day proved a very cheerful one in the great
wilderness.
The old man had cherished the hope that his leg would heal and
gain strength so rapidly that they could make another attempt to
reach the settlements before the winter was over. For he knew that if
they did not do so they must wait until the unsettled weather of
spring was over, and the ground dry enough for reasonably easy
traveling. At that season they would encounter the terrible wood flies
and insects, far more to be dreaded in certain regions than cold and
snow. But it would be madness to attempt to make the winter journey
until his strength had returned fully, and he soon realized that this
would not be until well on toward spring. Very soon he was able to
take fairly long snow-shoe tramps, assisted by the dogs and the
toboggan, but hauling a heavy sled was quite out of the question. So
he finally resigned himself to spending the winter at the cabin.
Larry had shown such aptitude in learning the many secrets of
woodcraft that he determined to make a “land pilot,” as he called it
facetiously, of him during their exile. As the boy had become
proficient in the use of the rifle, Martin devoted part of the time to
instructions in the art of trapping. They were in the land of the silver
fox,—the most highly prized skin of all the fur-bearers—and so they
concentrated their efforts to catch some of these wary animals.
Meanwhile they made constantly lengthening hunting excursions
after caribou, Larry occupying the position of chief hunter with the old
man playing assistant. But on these hunting trips the little gun that
Larry had carried at first was left hanging on its peg in the hut. In its
place Larry now carried a repeater similar to Martin’s—a heavy
weapon, that gave the boy many an arm ache.
Game was not very plentiful, however, and it required constant
efforts to keep their larder supplied with fresh meat. But this scarcity
of game gave the old hunter more opportunities for teaching the boy
all manner of woodland tricks to secure it. Meanwhile he imparted to
his pupil the most important and difficult feature of woodcraft—the art
of “being at home” in the woods—to know directions instinctively, to
observe and interpret every sign, and to take care of himself under
all conditions.
Several times, when the injured leg was stronger and his pupil
more advanced, Martin made practical tests of the boy’s progress.
He would select a day when snow was falling, harness the dogs to
the toboggan loaded with tent, sleeping-bags, and provisions, and
make a zigzag journey into the heart of the woods. Here they would
pitch camp and wait until the storm ceased. By that time their trail
would be completely obliterated. Then, without any guiding
suggestions, he had Larry take the lead and pilot them back to the
cabin.
At first the boy would become confused, and be obliged to call
upon the old hunter to straighten him out; and sometimes Martin
allowed him to become completely at fault before he would aid him.
But little by little Larry learned to observe and remember instinctively,
until presently Martin found it impossible to confuse him even on
long trips.
He learned how to interpret the signs of game, also, how to
approach it successfully, and where to expect to find the wood
denizens under the ever varying conditions. And when they were
successful with gun or traps, Martin taught him how to skin and
dress the game, and to care for the pelts.
“We’ll have to leave all these good furs behind us, I know,” the old
man would say; “but we won’t waste them; and perhaps some other
fellow will come along some day and find them. There’s just one pelt
that we won’t leave, if we get it. That’s the silver fox.”
But this silver fox is a wily fellow. He seems to realize the value of
his coat; or at least he knows that it is very valuable to himself, and
uses his cunning to retain it. Week after week Martin used his
knowledge and Larry’s increasing skill to trap one of these fine
fellows, only to be disappointed on each occasion. They would find
where Reynard had hovered about their trap, sometimes actually
stepping over it to steal the bait, knowing in some occult manner just
where the fatal jaws were concealed. It was in vain that Martin
coated the trap with wax to disguise the scent, covering his hands
and feet with the skins of the wild animals in setting or approaching
the trap. Reynard refused to be deceived.
But perhaps success made him careless, although it was probably
the fault of the thin covering of wet snow that fell one day late in the
spring. For at last, after Larry had almost given up hope of getting
even a single silver fox skin, the inevitable happened. Poor Reynard
walked deliberately into a trap that had been set rather carelessly to
catch a marten.
When Larry discovered this long sought prize held securely by
one foot in the jaws of the trap, he gave a shout of delight at his
unexpected success. The little animal had evidently been caught
several hours before, and from the appearance of the ground about
the trap had struggled fiercely to free itself. But now it seemed
resigned to its fate, and stood crouching, watching Larry’s approach
without making any further effort to escape. Even when the boy
raised a heavy stick to despatch the captive, the little animal made
no attempt to evade the blow, acting more like a dog resigned to take
punishment from its master than a denizen of the wilderness
accustomed to battle for its existence. But its wide, intelligent eyes,
seemed to beg mutely for mercy.
The actions of the little animal completely unnerved the boy: he
could not strike the crouching figure. If the fox had struggled fiercely,
or attempted to fight for its life as a mink or marten always did, Larry
could have despatched it at once; but that submissive attitude
completely disarmed him. He could not resist the mute appeal in
those eyes.
He lowered the club and turned away, ashamed of his weakness.
But when he turned again, determined to overcome his scruples, the
eyes met his with their mute plea, and again he lowered the club.
What would Martin think of such girlishness? he asked himself.
Would Martin, or any good hunter, hesitate to snatch the prize that
he had been struggling for all winter? He was sure they would not,
and he despised himself for his weak-heartedness.
The longer he hesitated the surer he felt that he could not strike.
Then the thought obtruded itself: Who would ever know if he did not
strike? Who would there be to judge him but his own conscience if
he were to set the little animal free instead of killing it? The moment
these thoughts passed through his mind he knew that the fox had
won its freedom. He should have struck at once: now it was too late.
But freeing the captive foot from the jaws of the trap without
encountering the animal’s sharp, white teeth was no easy task; for
he could not expect the fox to interpret his humane action correctly,
and stand mutely while he forced down the trap spring. So it was not
until after several fruitless attempts that he succeeded in placing a
heavy limb across the spring, and by bending it down, allowed the
jaws to fall open and release the foot.
During this manipulation the fox made no attempt to struggle,
simply crouching down and watching the boy with its haunting eyes.
And even when the jaws of the trap relaxed it did not bound away as
Larry had expected, but slipped out of sight stealthily and with no
apparent haste, not yet fully assured of its unexpected good fortune.
The boy watched the animal disappear with mingled emotions of
shame and satisfaction. But when it was out of sight he drew a long
breath, and went back to camp in a sober mood.
That night at supper Martin was unusually talkative. In about a
week, he said, they should start for home if the fine weather
continued, and the thought of it put him in a happy frame of mind.
But Larry ate his supper in silence, trying to excuse himself for his
deception, and his “chicken-heartedness” in freeing the fox.
Martin, who was watching him out of the corners of his eyes,
suddenly surprised him by stopping in the middle of a story to ask:
“Larry, what happened out in the woods to-day that you are so
ashamed of?”
The boy replied evasively at first, but the old hunter shook his
head incredulously.
“See here, Martin,” Larry said at last, “what would you do if you
happened to come along to a marten trap and found a silver fox
there—not a dead fox, you know, and not one that snarled and
snapped and tried to bite you. But a fox that had fought to get loose
until he couldn’t fight any more, but just stood there and looked you
straight in the eye even when you raised a club to kill him, and
seemed to say to you:
“‘That’s right, take your club and kill me, I can’t get out of your way
now. I’m only a poor little fox, anyway, while you are a big, brave boy,
with guns and dogs and traps, and you needn’t even come near
enough so that I can bite you. You have been trying to kill me all
winter, just because some woman will give you a thousand dollars
for the fur I wear to keep warm in, and now you’ve got your chance
to do it.’—What would you do, Martin, if a fox looked at you and
talked to you with his eyes like that?”
“What would I do, Larry?” the old man repeated, looking at the
roof and puffing slowly at his pipe. “Why, I’d say, ‘Martin, here’s your
chance to make a thousand dollars mighty easy. I’ll just hit him a rap
on the head, and take him home and skin him.’ That’s what I’d say,
Larry. But what I’d do when I saw the little fellow’s big brown eyes
asking me to let him go home to his family—what I’d do, probably,
would be to look all around to make sure that no one was looking to
see what a coward I am in my heart, and then I’d spring the trap and
turn the little rascal loose.”
With a bound Larry was out of his chair.
“That’s just what I did this afternoon, Martin,” he shouted, dancing
joyfully about the room to relieve his pent-up feelings.
“And so you sat here all the evening calling yourself a coward,”
said Martin, when Larry had subsided, “just because you couldn’t
bear to kill a fox in a trap. How about killing wolves, Larry, and
moose that are trying to kill you? Cowards don’t act that way, boy.
And the bravest men usually have the softest spots in their hearts.”

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Supervision Concepts and Practices of

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ANS: F PTS: 1 DIF: Difficulty: Easy

2. Good planning guarantees desired results.

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: F PTS: 1 DIF: Difficulty: Moderate

9. Upper management is typically responsible for long-term planning.

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Challenging

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Challenging

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Moderate

27. A program is a plan for accomplishing a specific, nonrecurring activity.

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Moderate

29. Projects are single-use plans.

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Moderate

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: T PTS: 1 DIF: Difficulty: Moderate

39. A just-in-time inventory control system is a system for scheduling employees.

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: T PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Easy

ANS: F PTS: 1 DIF: Difficulty: Moderate

ANS: F PTS: 1 DIF: Difficulty: Moderate

1. All of the following are part of the planning function EXCEPT: