Supervision Concepts and Skill Building 9Th Edition Samuel Certo Test Bank Full Chapter PDF

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Chapter 07 Test Bank KEY

1. Organizing is best defined as the management function of:
A. determining how to achieve the set objectives.
B. setting the goals and objectives of a company.
C. setting up the group, allocating resources, and assigning work to achieve goals.
D. influencing people to act or not act in a certain way.
AACSB: Analytic
Accessibility: Keyboard Navigation
Bloom's: Remember
Difficulty: 1 Easy
Learning Objective: 07-01: Describe organization charts.
Topic: The Structure of the Organization
Feedback: Organizing is best defined as the management function of setting up the group, allocating resources,
and assigning work to achieve goals. By organizing, supervisors and other managers put their plans into action.
2. Name the standard way used by businesspeople to draw the structure of an organization.
A. An organization chart
B. A corporate portfolio
C. A Gantt chart
D. An organization network
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: Businesspeople have come up with a standard way to draw the structure of an organization: the
organization chart. These charts use boxes to represent the various positions or departments in an organization.
3. A(n) _____ provides a visual representation of the overall structure of a company.

A. organization chart
B. corporate portfolio
C. Gantt chart
D. PERT network
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: An organization chart provides a visual representation of the overall structure of a company. They use
boxes to represent the various positions or departments in an organization.
4. Which of the following is true of organization charts?

A. The positions at the top of the charts are those with the least authority.
B. The boxes in the charts represent the various positions or departments in an organization.
C. The lines in the charts do not indicate who reports to whom within an organization.
D. The bottom of the charts usually shows the midlevel managers and supervisors.
AACSB: Analytic
Bloom's: Understand
Difficulty: 2 Medium
Feedback: Organization charts use boxes to represent the various positions or departments in an organization
(usually just at management levels). Lines connecting the boxes indicate who reports to whom.
5. In the context of organization charts, organizations with little height are usually called _____ organizations.
A. rigid
B. short
C. small
D. flat
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: In the context of organization charts, organizations with little height are usually called flat
organizations. Typically, in a flat organization, many people report to each manager.
6. The positions at the top of an organization chart are those with the:
A. highest workload and commitment.
B. least responsibility and experience.
C. most authority and responsibility.
D. least efficiency and productivity.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: The positions at the top of an organization chart are those with the most authority and responsibility.
Logically, the people in these positions are referred to as the top managers.
7. The number of levels in an organization from top management down to the operative employees describes the
_____ of the organization.
A. efficiency level
B. breadth
C. height
D. scope
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: The number of levels in an organization from top management down to the operative employees
describes the height of the organization. Organizations with much height are called tall organizations, and
organizations with little height are usually called flat.
8. Which of the following is true of organizations with much height?

A. They are referred to as flat organizations.
B. Many people report to each manager.
C. Employees have complete control over their work.
D. They are not very flexible or responsive to customers.
AACSB: Analytic
Bloom's: Understand
Feedback: Organizations with much height are not very flexible or responsive to customers. Organizations with
much height are called tall organizations.
9. Which of the following is true of organizations with little height?

A. They are more productive than tall organizations.
B. Only a few people report to each manager.
C. Employees have a lot of decision-making authority.
D. They are not very flexible or responsive to customers.
AACSB: Analytic
Bloom's: Understand
Feedback: In organizations with little height, employees have a lot of decision-making authority. Organizations
with little height are usually called flat.
10. When does a flat organization offer advantages?

A. When employees can handle responsibilities
B. When customer satisfaction is less important
C. When employees perform dissimilar functions
D. When the organization is highly decentralized
AACSB: Analytic
Bloom's: Understand
Feedback: When employees can handle the responsibility, a flat organization offers advantages: it is more
flexible and responsive to customers than a tall organization.
11. Understanding organization charts can be beneficial to supervisors because it helps them to:
A. assign tasks and responsibilities to new comers.
B. determine who needs training and what plans to implement.
C. figure out where opportunities for future promotions lie.
D. closely monitor the task performance of employees.
AACSB: Analytic
Bloom's: Understand
Feedback: Understanding organization charts can be beneficial to supervisors because it helps them to figure out
where opportunities for future promotions lie. Supervisors can see the variety of responsibilities held by others at
their level in the organization.
12. A department is best defined as a:

A. unique group of resources that management has assigned to carry out a particular task.
B. group of employees upon whom the decision-making authority resides.
C. group that is formed among employees of an organization who have similar interests.
D. subgroup that is formed when members in formal groups feel uncomfortable with the way they are expected
to behave.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Learning Objective: 07-02: Identify basic ways in which organizations are structured.
Feedback: A department is best defined as a unique group of resources that management has assigned to carry
out a particular task. The way management sets up the departments—an activity called departmentalization —
determines the type of structure the organization has.
13. Departmentalization refers to:

A. setting up divisions in an organization.
B. categorizing employees based on their qualifications.
C. creating a hierarchy of different levels in an organization.
D. standardizing procedures for all departments.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: Departmentalization refers to setting up departments in an organization. It determines the type of

structure the organization has.
14. Which of the following best describes a functional structure?

A. It is an organizational structure where boundaries between jobs continually shift and people pitch in wherever
their contributions are needed.
B. It is an organizational structure where work and resources are assigned to departments responsible for all the
activities related to producing and delivering a particular product.
C. It is an organizational structure where an organization is departmentalized according to the type of customer
served.
D. It is an organizational structure where personnel and other resources are grouped according to the types of
work they carry out.
AACSB: Analytic
Bloom's: Understand
Feedback: A functional structure is an organizational structure where personnel and other resources are grouped
according to the types of work they carry out. This structure is well-suited to centralized decision making and
efficiency through economies of scale and specialization.
15. A company with a _____ structure has an organization chart that reflects its grouping of personnel and
resources according to the work that they do.
A. product
B. geographic
C. functional
D. customer
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: The organization chart of a company with a functional structure reflects their grouping of personnel
and resources according to the work that they do. A functional structure is well-suited to centralized decision
making and efficiency through economies of scale and specialization.
16. What is true of the functional structure of an organization?

A. It results when an organization is departmentalized according to the location of the customers served.
B. It is well-suited to decentralized decision making and efficiency through economies of scope.
C. It is not well-suited for dynamic environments where decisions must be made quickly.
D. It departmentalizes an organization according to the type of customers served.
AACSB: Analytic
Bloom's: Understand
Feedback: A functional structure is not well-suited for dynamic environments where decisions must be made
quickly and products or services customized. This structure is well-suited to centralized decision making and
efficiency through economies of scale and specialization.
17. An organization chart of a company with a product structure reflects its grouping of personnel and resources
according to the:
A. services they provide.
B. work that they do.
C. type of customer served.
D. location of the customers served.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: The organization chart of a company with a product structure reflects their grouping of personnel and
resources according to the products they produce or service they provide. In an organization with a product
structure, work and resources are assigned to departments responsible for all the activities related to producing
and delivering a particular product (good or service).
18. Which of the following best describes a product structure?
activities related to producing and delivering a particular good or service.
served.
D. It is an organizational structure where personnel and other resources are grouped according to the types of
work they carry out.
AACSB: Analytic
Bloom's: Understand
Feedback: A product structure is an organizational structure where work and resources are assigned to
departments responsible for all the activities related to producing and delivering a particular good or service.
19. A _____ structure results when an organization is departmentalized according to the location of the
customers served or the goods or services produced.
A. functional
B. geographic
C. customer
D. product
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: A geographic structure results when an organization is departmentalized according to the location of
the customers served or the goods or services produced. A manufacturing company might have a department for
each of its factories scattered around the world.
20. An insurance company that has a department for each of its 12 sales territories is an example of an
organization with a _____ structure.
A. functional
B. geographic
C. customer
D. product
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: An insurance company that has a department for each of its 12 sales territories is an example of an
organization with a geographic structure. A geographic structure results when an organization is
departmentalized according to the location of the customers served or the goods or services produced.
21. A national grocery chain is divided into well-demarcated groups such as the Northeastern division, the
Northwestern division, the Southeastern division, and the Southwestern division. These divisions have been set
up based on the location of large groups of customers the company serves. In the context of departmentalization,
this company is most likely using a(n):
A. geographic structure.
B. customer structure.
C. product structure.
D. organic structure.
AACSB: Reflective Thinking
Bloom's: Apply
Difficulty: 3 Hard
Feedback: In the context of departmentalization, the grocery chain is most likely using a geographic structure. A
geographic structure results when an organization is departmentalized according to the location of the customers
served or the goods or services produced.
22. At ATA Speakers Inc., operations are departmentalized under the following sections—home speakers,
automobile speakers, and commercial speakers. Tasks and resources are allocated to these departments for
producing and delivering their respective type of speakers. In the context of departmentalization, this company is
most likely using a(n):
A. organic structure.
B. combination structure.
C. geographic structure.
D. product structure.
Bloom's: Apply
Difficulty: 3 Hard
Feedback: In the context of departmentalization, this company is most likely using a product structure. In an
organization with a product structure, work and resources are assigned to departments responsible for all the
activities related to producing and delivering a particular product (good or service).
23. Which of the following best describes an organic structure?

activities related to producing and delivering a particular product.
served.
D. It is an organizational structure where the departmentalization is done by combining both product and
geographical structures.
AACSB: Analytic
Bloom's: Understand
Feedback: An organic structure is best described as an organizational structure where boundaries between jobs
continually shift and people pitch in wherever their contributions are needed. Large organizations seek the
flexibility of organic structures.
24. The management at Pine Inc. reduces the size of the company's workforce in order to become more flexible.
For specific projects requirements, it arranges alliances. In this case, Pine Inc. is an example of a(n) _____
organization.
A. centralized
B. bureaucratic
C. network
D. organic
Bloom's: Apply
Difficulty: 3 Hard
Feedback: In the scenario, Pine Inc. is an example of network organization. Network organizations maintain
flexibility by staying small and contracting with other individuals and organizations as needed to complete
projects.
25. Organizational structure in which the boundaries between jobs continually shift and people pitch in wherever
their contributions are needed is known as a(n) _____ structure.
A. functional
B. geographic
C. customer
D. organic
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: Organizational structure in which the boundaries between jobs continually shift and people pitch in
wherever their contributions are needed is known as an organic structure. Larger organizations are seeking the
flexibility of organic structures.
26. According to research, a top challenge of the organic structure is that:

A. employees may become confused about the details of their roles and responsibilities.
B. an inflexible structure is rarely suitable for a very small organization.
C. rigid boundaries between jobs make it difficult for employees to contribute.
D. it is not well-suited for dynamic environments where decisions must be made quickly.
AACSB: Analytic
Bloom's: Understand
Feedback: According to research, a top challenge of the organic structure is that employees may become
confused about the details of their roles and responsibilities. As a result, managers at all levels, including
supervisors, must take the time to be sure that all employees involved in a project or process have clear directions
and a job description for their work on the particular project or process.
27. What involves giving a small team or group within a company the resources to develop new ideas and new
ventures without leaving the parent organization?
A. Joint ventures
B. Intrapreneurships
C. Strategic alliances
D. Subsidiaries
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: A growing number of firms are creating “intrapreneurships,” in which a small team or group within a
company is given the resources to develop new ideas and new ventures without leaving the parent organization.
In organic structures, the boundaries between jobs continually shift and people pitch in wherever their
contributions are needed.
28. Organizations that maintain flexibility by staying small and contracting with other individuals and
organizations as needed to complete projects are referred to as _____ organizations.
A. learning
B. bureaucratic
C. network
D. centralized
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: Organizations that maintain flexibility by staying small and contracting with other individuals and
organizations as needed to complete projects are referred to as network organizations. In practice, this structure
may involve outsourcing, or paying another organization to carry out a function.
29. _____ is a process in which companies move departments from headquarters to cheaper overseas locations.
A. Offshoring
B. Diversifying
C. Departmentalizing
D. Subsidizing
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: Offshoring is a process in which companies move departments from headquarters to cheaper overseas
locations. It is a form of outsourcing that has become common in the last decade or so.
30. An organization that does well in creating, acquiring, and transferring knowledge and in modifying behavior
to reflect new knowledge is referred to as a _____ organization.
A. virtual
B. centralized
C. network
D. learning
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: An organization that does well in creating, acquiring, and transferring knowledge and in modifying
behavior to reflect new knowledge is referred to as a learning organization. In many organizations today,
managers are realizing that their most significant assets are the knowledge and skills of their people. To make the
most of these assets, managers may establish the conditions for building a learning organization.
31. Which of the following is true of a learning organization?

A. It helps managers to make the most of the knowledge and skills of employees.
B. It encourages employees to stick to the conventional methods of problem solving.
C. It primarily contracts with other organizations as needed to complete specific projects.
D. It is not suited for dynamic environments where decisions must be made quickly.
AACSB: Analytic
Bloom's: Understand
Feedback: A learning organization helps managers to make the most of the knowledge and skills of employees. It
is an organization that does well in creating, acquiring, and transferring knowledge and in modifying behavior to
reflect new knowledge.
32. _____, when clearly defined, allow those within the various organizational departments and positions to
know exactly what are an individual’s responsibilities.
A. Organizational charts
B. Job descriptions
C. Corporate portfolios
D. Job postings
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Learning Objective: 07-03: Discuss the value of job descriptions.
Feedback: Clearly defined job descriptions allow those within the various organizational departments and
positions to know exactly what are an individual’s responsibilities. A good job description should be clear and
should accurately define a company’s needs.
33. According to the U.S. Small Business Administration (SBA), the process of writing a job description usually
begins with:
A. an analysis of the important facts about a job.
B. asking employees to fill questionnaires about their job preferences.
C. determining the job vacancies in an organization.
D. a process known as job enrichment.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: According to the U.S. Small Business Administration (SBA), the process of writing a job description
usually begins with an analysis of the important facts about a job. A good job description should be clear and
34. According to the U.S. Small Business Administration (SBA), an analysis of the important facts about a job is
most likely to include:
A. skills gained by performing the job.
B. personality characteristics of the job holder.
C. employees’ attitudes toward the job.
D. qualifications needed for the job.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: According to the U.S. Small Business Administration (SBA), an analysis of the important facts about
a job is most likely to include qualifications needed for the job. A good job description should be clear and
35. According to the U.S. Small Business Administration (SBA), an analysis of the important facts about a job is
least likely to include:
A. the relationship of the job to other jobs.
B. individual tasks involved.
C. employees’ attitudes toward the job.
D. qualifications needed for the job.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: According to the U.S. Small Business Administration (SBA), an analysis of the important facts about
a job is least likely to include employees’ attitudes toward the job. A good job description should be clear and
36. According to the U.S. Small Business Administration (SBA), a job description typically includes a:
A. detailed description of the tools used to perform the job.
B. summary of the general nature and level of the job.
C. list of personality traits suitable for performing the job.
D. list of names of employees responsible for performing the job.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: According to the U.S. Small Business Administration (SBA), a job description typically includes a
summary of the general nature and level of the job. A good job description should be clear and should accurately
define a company’s needs.
37. Which of the following is least likely to be included in job descriptions?

A. Job title
B. Job objective
C. Job responsibility
D. Job posting
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: Job posting is least likely to be included in job descriptions. A good job description should be clear
and should accurately define a company’s needs.
38. Which of the following elements of job descriptions is a key to ensuring that each person’s part in a
company’s organizational structure is understood?
A. Summary of the general nature and level of the job
B. Description of the relationships and roles within the company
C. Key functional and relational responsibilities in order of significance
D. Description of the broad function and scope of the position
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: Description of the relationships and roles within the company is the element of job description that is
a key to ensuring that each person’s part in the company’s organizational structure is understood. A good job
description should be clear and should accurately define the company’s needs.
39. A good job description should accurately define the needs of the _____.
A. company
B. employees
C. industry
D. customers
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Feedback: A good job description should be clear and should accurately define a company’s needs. Job
descriptions allow those within the various organizational departments and positions to know exactly what are an
individual’s responsibilities.
40. Authority is best defined as the:

A. obligation to steer clear of nepotism.
B. right to perform a task or give orders to someone else.
C. obligation to perform assigned activities.
D. ability to prevent instances of whistle-blowing.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Learning Objective: 07-05: Compare and contrast authority, power, responsibility, and accountability.
Topic: Authority
Feedback: Authority is the right to perform a task or give orders to someone else. When a supervisor assigns
duties, he or she gives employees the authority to carry them out.
41. The basic type of authority in organizations is _____ authority.

A. functional
B. centralized
C. line
D. staff
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Learning Objective: 07-04: Distinguish between line and staff authority and between centralized and decentralized authority.
Topic: Authority
Feedback: The basic type of authority in organizations is line authority, or the right to carry out tasks and give
orders related to the organization’s primary purpose.
42. The right to carry out tasks and give orders related to an organization's primary purpose is called:
A. centralized authority.
B. functional authority.
C. staff authority.
D. line authority.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Topic: Authority
Feedback: The right to carry out tasks and give orders related to an organization's primary purpose is called line
authority. It is the basic type of authority in organizations.
43. _____ authority is the right to advise or assist those with line authority.
A. Functional
B. Centralized
C. Decentralized
D. Staff
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Topic: Authority
Feedback: Staff authority is the right to advise or assist those with line authority. For example, the employees in
the human resource department help other departments by ensuring that they have qualified workers.
44. The difference between line authority and staff authority is that staff authority:
A. is the right to advise or assist those with line authority.
B. is the right to advise or assist those with functional authority.
C. gives one the right to fire employees with line authority.
D. gives one the right to fire employees with functional authority.
AACSB: Analytic
Bloom's: Understand
Topic: Authority
Feedback: The difference between line authority and staff authority is that staff authority is the right to advise or
assist those with line authority. Conflicts often arise between line and staff personnel.
45. Functional authority is best defined as the right given by higher management to:
A. specific middle managers to recruit and dismiss line managers.
B. specific staff personnel to give orders concerning an area in which the staff personnel have expertise.
C. carry out tasks and give orders related to an organization's primary purpose.
D. advise or assist those with line authority.
AACSB: Analytic
Bloom's: Understand
Topic: Authority
Feedback: Functional authority is best defined as the right given by higher management to specific staff
personnel to give orders concerning an area in which the staff personnel have expertise. Supervisors and other
personnel with staff authority may also have functional authority.
46. Home Office Company's human resource manager has the authority to ensure that all departments are
complying with the laws pertaining to fair employment practices. This authority is most appropriately referred to
as:
A. staff authority.
B. autocratic authority.
C. functional authority.
D. centralized authority.
AACSB: Analytic
Bloom's: Understand
Topic: Authority
Feedback: The authority of the human resource manager is most appropriately referred to as functional authority.
This is the right given by higher management to specific staff personnel to give orders concerning an area in
which the staff personnel have expertise.
47. Which of the following is a defining characteristic of centralized organizations?

A. Management grants absolute authority to middle managers.
B. Managers at the top retain a great deal of authority.
C. Employees at all levels are involved in strategic decision making.
D. Employees at all levels are granted much authority.
AACSB: Analytic
Bloom's: Understand
Topic: Authority
Feedback: A defining characteristic of centralized organizations is that managers at the top retain a great deal of
authority. Organizations that share relatively little authority are said to be centralized.
48. Which of the following is true about decentralized organizations?

A. Management grants much authority to supervisors.
B. Top managers retain all the authority.
C. All decisions are made by the top management.
D. Line authority does not exist.
AACSB: Analytic
Bloom's: Understand
Topic: Authority
Feedback: In decentralized organizations, management grants much authority to middle managers, supervisors,
and operative employees. Organizations that share a lot of authority are said to be decentralized.
49. Which of the following is true of centralized and decentralized authority?

A. Organizations that share relatively little authority are said to be decentralized, and those that share a lot of
authority are said to be centralized.
B. Most organizations either tend to have a completely centralized or a completely decentralized authority
depending on the type of organizational structure.
C. Supervisors who know whether their employer has a centralized or decentralized structure understand how
much authority they can expect to have.
D. An organization cannot make changes in the degree to which it decentralizes or centralizes authority,
depending on its strategic plan and goals.
AACSB: Analytic
Bloom's: Understand
Topic: Authority
Feedback: Supervisors who know whether their employer has a centralized or decentralized structure understand
how much authority they can expect to have. Suppose a supervisor wants to expand the authority of his or her
position so that he or she can make improvements in the department. This ambition probably will be viewed less
favorably in a centralized organization than in a decentralized one.
50. Power is best defined as the:

A. obligation to perform assigned activities.
B. duty to advise or assist those with line authority.
C. ability to get others to act in a certain way.
D. duty to advise or assist those with functional authority.
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Topic: Authority
Feedback: Power is best defined as the ability to get others to act in a certain way. The supervisor’s authority
usually confers a degree of power; employees usually do what their supervisor asks them to do.
51. _____ is the obligation to perform assigned activities.

A. Responsibility
B. Power
C. Authority
D. Control
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Topic: Authority
Feedback: Responsibility is the obligation to perform assigned activities. People who accept responsibility
commit themselves to completing an assignment to the best of their ability.
52. Employees who accept responsibility may be rewarded for doing a good job, and those who do not may be
punished. This practice is called _____.
A. controllability
B. accountability
C. empowerment
D. reinforcement
AACSB: Analytic
Bloom's: Remember
Difficulty: 1 Easy
Topic: Authority
Feedback: Employees who accept responsibility may be rewarded for doing a good job, and those who do not
may be punished. This practice is called accountability. Accountability is a way of encouraging people to fulfill
their responsibilities.
53. Which of the following is true of accountability?

Another random document with
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The Project Gutenberg eBook of The Corning
Egg Farm book, by Corning himself
This ebook is for the use of anyone anywhere in the United
States and most other parts of the world at no cost and with
almost no restrictions whatsoever. You may copy it, give it away
or re-use it under the terms of the Project Gutenberg License
included with this ebook or online at www.gutenberg.org. If you
are not located in the United States, you will have to check the
laws of the country where you are located before using this
eBook.
Title: The Corning Egg Farm book, by Corning himself
Author: Edward Corning

Gardner Corning
Release date: November 5, 2023 [eBook #72042]
Language: English
Original publication: Bound Brook: The Corning Egg Farm, 1912
Credits: deaurider, Harry Lamé and the Online Distributed

Proofreading Team at https://www.pgdp.net (This file
was produced from images generously made available
by The Internet Archive)
*** START OF THE PROJECT GUTENBERG EBOOK THE

CORNING EGG FARM BOOK, BY CORNING HIMSELF ***
Please see the Transcriber’s Notes
at the end of this text.
Most illustratons may be enlarged
by opening them in a new window or
tab.
CORNING STRAIN UTILITY COCKEREL
Four Months and Twenty Days Old
THE CORNING
E G G FA R M B O O K
BY CORNING HIMSELF
BEING THE COMPLETE AND AUTHENTIC

STORY OF THE CORNING EGG FARM
FROM ITS INCEPTION TO DATE
TOGETHER WITH FULL DESCRIPTION OF THE

METHOD AND SYSTEM THAT HAVE MADE
THIS THE MOST FAMOUS POULTRY
FARM IN THE WORLD
BOUND BROOK, NEW JERSEY

T H E C O R N I N G E G G FA R M
PUBLISHERS
1912
Copyright, 1912, by
GARDNER CORNING
CONTENTS
PAGE
INTRODUCTORY 13
CHAPTER I
The Building of the Corning Egg Farm 21
Started with 60 Buff Rock Eggs 22
More Money in Eggs 25
Adopted White Leghorns 25
First Use of Roosting Closets 27
We Count only Livable Chicks 30
Percentage of Cockerels Low 31
The Great Flock System Succeeds 33
Foreigners Visit the Farm 34
Investigated for Germany 35
Selection of Cockerels 36
Pullets Lay in 129 Days 37
Keeping Down Labor Bill 39
Adopted Hot Water Incubators 40
Why Great Farms Fail 41
CHAPTER II
Egg Farming the Most Profitable Branch of Poultry
Keeping 43
Developing the Great Layer 43
Corning Method in Small Flocks 44
On Large Farms 46
CHAPTER III
What is a Fresh Egg? An Egg Should be Sanitary as
Well as Fresh 48
Manure Drainage to Drink 48
Diseased Meat to Eat 49
As the Food, so the Egg 49
A Perfect Egg a Rarity 50
Unlimited Demand for Quality Eggs 50
CHAPTER IV
Preparation of Eggs for Market 54
CHAPTER V
Selection of the Breed.—The Strain is of Utmost
Importance 58
S. C. White Leghorns Outclass All 59
Line Breeding—Not Inbreeding 61
How Corning Farm Produces Unrelated Cockerels 62
CHAPTER VI
Advantages of Large Flock System—Reduces Cost of
Housing and Economizes in Time and Labor 64
Draughts the Stumbling Block 65
2,000 Birds to a House 66
CHAPTER VII
What is a Winter Layer?—The Properly Hatched and
Reared Pullet 68
Must Feed Green Food 69
CHAPTER VIII
A Great Laying Strain—The Selection of Breeders to
Produce It 71
Eighteen Months Old 71
Trap Nests a Failure 72
Type Reproduces Type 73
CHAPTER IX
Best Time to Hatch 76
Experiment in Late Hatching 78
CHAPTER X
Succulent Green Food—Satisfactory Egg
Production Impossible Without It 80
Sprouted Oats Best 82
How They are Grown on the Farm 82
Timothy and Clover Cut Green 84
CHAPTER XI
Anthracite Coal Ashes—A Substitute for Many More
Expensive Necessities 86
Better Than Charcoal 87
CHAPTER XII
Eggs for Breeding Should be Laid by a Real Yearling
Hen 89
90,000 Orders for 40,000 Eggs 90
CHAPTER XIII
Policing the Farm with Bloodhounds, etc. 92
Shoot First—Investigate Afterward 92
Socrates, the Great Bloodhound 93
CHAPTER XIV
Necessity for Pure Water—An Egg is Chemically 80%
Water 96
Automatic Fountains Essential 96
Hot Water in Cold Weather 97
Hens Drink More in Afternoon 97
CHAPTER XV
Hard Coal Ashes, Oyster Shell, and Grit 99
CHAPTER XVI
Beef Scrap and Green Bone Substitutes for Nature’s
Animal Food 101
Green Cut Bone Nearest Nature 101
CHAPTER XVII
A Time for Everything—Everything on Time 103
Fixed Feeding Hours 103
Four Collections of Eggs Daily 105
Mash Fed in Afternoon 105
CHAPTER XVIII
Incubation on the Corning Egg Farm 106
Hen Reigns Supreme 106
Livable Chicks—Not Numbers 107
Uniform Temperature Most Important 108
Ventilation and Moisture Next 108
Hot Water Machines Best 110
Corning Incubator Cellar Unequaled 111
Eggs Turned from Third to Eighteenth Day 112
103 Degrees Maintained 112
Cool But Never Cold 113
Cover Glass Doors 114
All Good Chicks Hatch in 20 Days 114
Set Incubators Toward Evening 115
Tested Only on Eighteenth Day 116
Moisture 117
Chicks Handled Only Once 117
Baby Chick Business Cruel 118
CHAPTER XIX
Rearing Chicks in Brooder House—The Following
Two Years’ Results Depend Upon Success
in Brooding 121
Corn Not Proper Chick Food 122
Follow Nature’s Teaching 122
A Balanced Food 123
Never Build a Double House 126
Must Drain Chick Runs 127
Concrete Floors Mean Dampness 127
Corning Heated Brooder House 128
Corning Feeds Dry Food Only 129
Three Feeds Daily 129
Green Food Third Day 130
Animal Food Tenth Day 130
Avoid Moving Chicks Often 132
CHAPTER XX
Handling Birds on Range—The Youngsters Must be
Kept Growing All the Time 134
A Corning Wrinkle 135
Grain and Mash Once a Day 137
Plenty of Shade 139
Removed to Laying House Middle of September 140
CHAPTER XXI
Feeding for Eggs—Wholesome Nourishment—Not
Destructive Stimulants 143
Easy Assimilation 143
Perfect Health or No Eggs 144
Abundant Animal Food 144
The Corning Mash the Secret 145
“Egg Foods” Kill Layers 146
Mustard Increases Egg Laying 147
Mustard Increases Fertility 148
4,000 Layers Fed Mustard 149
Mustard Maintains Health 150
Keep Appetite Keen 150
CHAPTER XXII
Breeding Hens During Moult—Coming Breeders Must
be Kept Exercising Through This Period 153
Do Not Overfeed 154
CHAPTER XXIII
Feeding the Breeding Cockerels 156
CHAPTER XXIV
Preparing Surplus Cockerels for Market 157
Must Have Green Food 158
CHAPTER XXV
$6.41 Per Hen Per Year 159
$6.41 Not Extravagant Claim 160
Corning Farm Makes More Than $6.41 161
CHAPTER XXVI
The Buildings on the Corning Egg Farm 163
No. 1, Brooder House, Incubator and Sprouted
Oats Cellars 164
Building No. 2, Work Shop, etc. 167
Building No. 9, Horse Stable 169
Building No. 10, Wagon Shed 170
Building No. 12, Office Building 170
CHAPTER XXVII
Construction of Laying, Breeding, and Breeding
Cockerel Houses 171
Nearly Six Feet from Ground 172
Double Floors 173
Canvas Windows 174
Double Doors 176
Draught-Proof Roosting Closets 177
CHAPTER XXVIII
The Colony Houses—There are Forty-one on the
Farm 180
Cotton Duck Windows 181
CHAPTER XXIX
Materials Required for Laying Houses 182
Bill of Material for the Construction of Colony 183
House
CHAPTER XXX
The Original Thirty Hens 184
CHAPTER XXXI
Egg Records 186
How Corning Farm is Able to Get Great Egg
Records 187
Highest Percentage of Fertility 188
CHAPTER XXXII
Prevention and Treatment of Diseases 190
CHAPTER XXXIII
A Word in Closing 192
Nothing to Hide 193
Illustrations are Photographs 193
The Corning Success 193
Our Advice to Beginners 194
Single Comb White Leghorns Only 194
It’s “Strain” You Want 194
Utility, Not Show Birds 195
Corning Largest Specialty Farm in World 195
Points That Mean Success 196
BUILDINGS ON THE CORNING EGG FARM AND MANY
HANDY DEVICES 198
ILLUSTRATIONS
Corning Strain Utility Cockerel Frontispiece

FACING PAGE
1. Lay-Out of Farm 16
2. Interior Sterile Laying House No. 3, in 1910 22
3. Entrance to Farm in 1909 24
4. As You Approach the Farm, 1911 28
5. Office Building 30
6. Breeding Cockerels, Fall of 1909 34
7. Interior Laying House No. 2, in 1910 38
8. Panoramic View of the Farm 46
9. Thirty Dozen Corning Sanitary Fresh Eggs Ready to
Ship 54
10. The Strain that Makes the Corning Egg Farm
Famous 58
11. Three Sterile Laying Houses Containing 4,500
Pullets 64
12. Interior Laying House No. 1, in 1910 68
13. One of the Breeding Houses just after Mating, 1910 72
14. Sprouted Oats Cellar 78
15. Two-Weeks-Old Chicks in Brooder House Runs 84
16. Yearling Hens in Breeder House before Mating 90
17. “Socrates,” the Great Bloodhound Which Heads the
Corning Kennels 92
18. “Socrates II” and “Diogenes” 94
19. Buster, America’s Greatest Ratter 94
20. Corning Automatic Drinking Fountain 96
21. Part of the Old Incubator Cellar 104
22. Brooder House, Showing Chick Runs 120
23. Old Arrangement of Brooder House 124
24. Chicks Six Weeks Old 128
25. Colony Range Feed and Water Wagon with “Billy” 136
26. Feeding on the Colony Range 140
27. Baskets of Eggs 150
28. Breeding Cockerels, Fall of 1911 156
29. No. 3 Laying House Filled with 1,500 Pullets 158
30. The Workshop on the Corning Egg Farm 162
31. The Celebrated Corning Large-Flock Laying House
No. 3 170
32. Laying House Prepared to Receive 1,500 Pullets
from Range 172
33. One of the Breeding Houses in 1911 174
34. The Corning Colony House 178
35. Breeding House in 1907—The Original Corning
House 182
36. Pullets in Laying House No. 2, Fall of 1911 184
37. Diagrams and Detailed Plans of Buildings, etc. 199
INTRODUCTORY
The Method, and the style of the buildings, evolved and worked
out on The Corning Egg Farm, when put into book form proved so
helpful to so vast a number of poultry keepers, that the sale of this
first literature, which for a time was added to as the months went by,
reached the enormous total of over 140,000 copies in eighteen
months.
The writings were the simple, plain statements of facts, and
enabled others who followed them to reach a success which, until
this System was used, may have been dreamed of, but was never
realized.
The literature from this Farm has gone out over the entire civilized
World, and the visitors, who arrive in ever increasing numbers from
month to month, come from every quarter of the Globe.
The Corning Egg Farm has been written of in periodicals of every
nature, and in almost every language the World over. For the last
twelve months the requests for further, and more explicit, detailed
information relative to breeding and feeding for eggs, the specialty
from which The Corning Egg Farm has never swerved, have become
a demand. So that, after mature deliberation, it was decided to write
the history of The Corning Egg Farm, from its inception to date,
including the work of the last two years, which has never before
been fully published.
“The Corning Egg Farm Book by Corning Himself” is to-day the
only publication giving facts in regard to the Farm and its unique
Method right up to date.
As the book is read it must be borne in mind that, in breeding to
produce a great layer, at first very marked increases in the number of
eggs during the first ten months of laying may be gained. The
general average number of eggs laid each year, from official reports,
is less than 100 per hen. On The Corning Egg Farm, when the
average had reached 143.25 eggs, the next jump, in the following
year, was more than had been expected, and the record of 145.11
eggs for each hen for ten months, though showing an increase
apparently small, in reality was a very great advance indeed.
From this time on, the gain, although representing a narrower
margin of increase, was in reality a much greater achievement. The
trotting horse may serve as an illustration. When Dexter trotted his
famous mile he clipped off a number of seconds from the previous
record, and it seemed as if it would be a matter of considerable time
before his mark would be lowered. But within a comparatively short
time a number of trotters turned off a mile in two-ten, and from this
figure, within a short period, a large company of famous horses had
reached the two-five mark, but every quarter of a second which
reduced this mark meant greater achievement in breeding than was
represented by the reduction of records from two-sixteen to two-five,
and we have not yet seen the horse which, in single harness, without
a running mate, can turn the mile track in two minutes flat.
The Corning Egg Farm realizes that from this on improvement will
be shown by fractional figures, but these fractions will represent a
greater progress than the figures which have gone before.
Two years ago the unequaled results of The Corning Egg Farm
had seemed unsurpassable, but to-day we are able to look back
from higher ground and see the road over which we have traveled to
reach a point very considerably beyond the unequaled position of
two years ago.
It is our hope and aim, year by year, to improve the present
position. The man who believes he has learned all there is to learn is
a failure. The successful man is the one who is sure there is an
opportunity to advance considerably beyond the point he has already
attained, and The Corning Egg Farm believes this to be true, and
has constantly worked with that idea before it.
With an experience back of them of nearly six years the Builders
of The Corning Egg Farm know that this Book furnishes the
necessary guide for success in poultry culture. What has been, and
what is being, done at The Corning Egg Farm is not experimental
work. Successful results follow the Method and System employed as
surely as day follows night. It is no longer necessary for the novice to
try out the various plans proposed to him by the literary poultryman,

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Supervision Concepts and Skill-

Building 9th Edition Samuel Certo

Chapter 07 Test Bank KEY

3. A(n) _____ provides a visual representation of the overall structure of a company.

4. Which of the following is true of organization charts?

8. Which of the following is true of organizations with much height?

9. Which of the following is true of organizations with little height?

10. When does a flat organization offer advantages?

12. A department is best defined as a:

13. Departmentalization refers to:

Feedback: Departmentalization refers to setting up departments in an organization. It determines the type of

14. Which of the following best describes a functional structure?

16. What is true of the functional structure of an organization?

23. Which of the following best describes an organic structure?

26. According to research, a top challenge of the organic structure is that:

31. Which of the following is true of a learning organization?

37. Which of the following is least likely to be included in job descriptions?

40. Authority is best defined as the:

41. The basic type of authority in organizations is _____ authority.

47. Which of the following is a defining characteristic of centralized organizations?

48. Which of the following is true about decentralized organizations?

49. Which of the following is true of centralized and decentralized authority?

50. Power is best defined as the:

51. _____ is the obligation to perform assigned activities.

53. Which of the following is true of accountability?

Title: The Corning Egg Farm book, by Corning himself

Author: Edward Corning

Release date: November 5, 2023 [eBook #72042]

Original publication: Bound Brook: The Corning Egg Farm, 1912

Credits: deaurider, Harry Lamé and the Online Distributed

*** START OF THE PROJECT GUTENBERG EBOOK THE

BEING THE COMPLETE AND AUTHENTIC

TOGETHER WITH FULL DESCRIPTION OF THE

BOUND BROOK, NEW JERSEY

Corning Strain Utility Cockerel Frontispiece

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