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Chapter 02 International and Organizational Culture Answer Key

True / False Questions

1. Organizations can operate efficiently only when shared values exist among the employees.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-01 Give examples of how culture and values influence workplace behavior.
Topic: National Culture and Values Influence Workplace Behavior

2. Values are a society's ideas about what is right or wrong, such as the belief that hurting someone
is immoral.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-01 Give examples of how culture and values influence workplace behavior.
Topic: National Culture and Values Influence Workplace Behavior

3. Values do not simply appear they evolve.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Introduction
4. The effect of values on workplace productivity and effectiveness is easily determined.

FALSE
The effect of values on productivity, attitudes, and effectiveness is difficult to determine.

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
 Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

5. The extent to which subordinates accept unequal power is the same across countries.

FALSE
The acceptance of unequal power differs across countries.

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

2-1
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
6. In countries in which people display low power distance, employees acknowledge the boss's
authority and typically follow the chain of command.

FALSE
In countries in which people display high power distance, employees acknowledge the boss's
authority and typically follow the chain of command.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

7. In countries with high masculinity, one finds less conflict and stress when it comes to balancing
home and work life.

FALSE
One finds less conflict and stress in countries with low masculinity.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

8. An organization's culture can't be seen, sensed, or felt.

FALSE
Although culture can't be seen, it can be sensed or felt through employees' attitudes, emotions,
and perceptions.

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: Organizational Culture Matters

9. Organizational culture creates a pattern of beliefs, values, and expectations in employees.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: Organizational Culture Matters

10. A person's feelings and perceptions are usually kept at the conscious level.

FALSE
Feelings and perceptions are usually kept at the subconscious level.

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: Organizational Culture Matters

2-2
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
11. One impact of culture on employees indicate that it provides and encourages a form of stability.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Organizational Culture Matters

12. A strong culture is characterized by employees sharing core values but not necessarily agreeing with
the way things should be done within the organization.

FALSE
A strong culture is characterized by employees sharing core values and agreeing to the way
things should be done within the organization.

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: Organizational Culture Matters

13. Southwest Airlines has established a strong culture in part due to its hiring practices. Their approach is
to hire candidate if they possess the company's core values.

TRUE
The Southwest Airlines approach is to hire for attitude and train the skill.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Organizational Culture Matters

14. Rituals, history, humor, and employee rewards have established and reinforced a strong culture
that resulted in Nordstrom's being recognized as a leader in how to treat customers.

FALSE
Rituals, history, humor, and common sense have resulted in Nordstrom's being recognized as a leader
in how to treat customers.

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Organizational Culture Matters

15. Terry adheres to required dress code without complaint. This compliance may be taken as a
general indicator of Terry's cultural commitment.

FALSE
Behavioral compliance does not mean cultural commitment.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Influencing Culture Change

2-3
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
16. Employees that are cultural misfits may present specific and significant harm to an organization, and
as such, they should be separated with due haste.

FALSE
Weeding out cultural misfits might be necessary, but it should be done only after weighing the costs
and benefits of losing talented performers who deviate from the core cultural value system.

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Influencing Culture Change

17. As the needs of an organization change, its employees must adapt to those new needs. That is, they
must continue to be socialized.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

18. In the role management stage of socialization, individuals become organizational members and see
the job and organization for what they are.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

19. Individuals who experience realism and congruence during the anticipatory stage of socialization have
a less stressful accommodation stage.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

20. Generally, individuals having unmanaged stress works to the advantage of the organization.

FALSE
Unmanaged stress is a disadvantage for both the individual and the organization.

Accessibility: Keyboard Navigation

Difficulty: 1 Easy
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

2-4
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
21. Research indicates that most managers have never had a mentor.

FALSE
Research indicates that a majority of managers have had at least one mentoring relationship during
their careers.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Characteristics of Effective Socialization

22. Mentoring relationships generally last from six months to nine months.

FALSE
Mentoring relationships generally last from six months to more than five years.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Characteristics of Effective Socialization

23. People are attracted to mentors who look, act and communicate like them.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

24. Over the past decade research in to spirituality has grown out of favor.

FALSE
Over the past decade, theory and research in organizational behavior and ethics have begun to pay
more attention to workplace spirituality.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

25. Workplace spirituality is the same as workplace religion.

FALSE
Religion is a system of thought, a set of beliefs, a prescribed code of conduct, and the product of a time
and place. Spirituality means that people (employees) have a personal or inner life that nourishes (and is
nourished) by performing relevant, meaningful, and challenging work.

Accessibility: Keyboard Navigation

Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

2-5
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McGraw-Hill Education.
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26. Someone who is promoting and prodding others to show or be more spiritual may also be disrupting
the work performance of colleagues.

TRUE
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

Multiple Choice Questions

27. The values, norms, customs, and rituals of cultures are influenced by .

A. politics
B. religion
C. language
D. All of the choices are correct.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-01 Give examples of how culture and values influence workplace behavior.
Topic: Chapter Introduction

28. is the sum total of the beliefs, rituals, rules, customs, artifacts, and institutions
that characterize the population of the nation.

A. Culture
B. A national culture
C. A national perspective
D. A guiding perspective
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-01 Give examples of how culture and values influence workplace behavior.
Topic: Chapter Introduction

29. Hofstede's five value dimensions are power distance, individualism, uncertainty avoidance,
masculinity, and .

A. accommodation
B. femininity
C. integrity
D. long-term orientation
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: National Culture and Values Influence Workplace Behavior

2-6
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
30. Which of the following channels is likely to help pass values from one generation to the next?

A. Religion
B. Communities
C. The education system
D. All of the choices are correct.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: National Culture and Values Influence Workplace Behavior

31. are the conscious, affective desires or wants of people that guide behavior.

A. Cultures
B. Values
C. Needs
D. Wants
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

32. The concept of refers to the extent to which people in a society feel threatened
by ambiguous situations.

A. low power distance

B. aggressiveness
C. uncertainty avoidance
D. individualism
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

33. In countries with lower levels of uncertainty avoidance, .

A. organizational activities are less formal

B. more risk taking occurs
C. there is high job mobility
D. All of the choices are correct.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

2-7
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
34. Considerable conflict between job and family roles reflects a high level of the societal value of
.

A. power distance
B. masculinity
C. uncertainty avoidance
D. individualism
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior
35. is the degree to which members of a society or organization use rules,
regulations, and social norms to avoid uncertainty or unpredictable future events.

A. Power distance
B. Societal collectivism
C. Future orientation
D. Uncertainty avoidance
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

36. The Global Leadership and Organizational Behavior Effectiveness (GLOBE) project was conceived by
.

A. Geert Hofstede
B. E.H. Schein
C. Robert House
D. Ronald King
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

37. Performance orientation is the degree to which:

A. Members of organizations are aggressive and confrontational in social relationships.

B. Individuals in a society are rewarded for performance improvement and excellence.
C. Members of a society or organization use rules, regulations, and social norms to avoid uncertainty or
unpredictable future events.
D. Individuals express loyalty, pride, and cohesiveness in their organizations and families.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

2-8
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
38. Within the Globe Project, refers to the extent to which an organization
avoids gender discrimination and role inequities.

A. masculinity
B. gender egalitarianism
C. gender orientation
D. justice
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

39. Within the Globe Project, refers to the degree to which individuals in
an organization are rewarded for being friendly, altruistic, fair, caring, and kind to others.

A. egalitarianism
B. agreeable orientation
C. humane orientation
D. altruistic orientation
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-02 Describe the key components and levels of organizational culture.
Topic: National Culture and Values Influence Workplace Behavior

40. A company's annual report, approved dress code, and office layout are examples of
within an organization.

A. symbols
B. sages
C. compliance producing items
D. artifacts
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Characteristics of Effective Socialization

41. The culture at Walt Disney is manifested through all of the following except:

A. Shared sayings.
B. Similar demographic characteristics.
C. Shared things.
D. Shared behavior.
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Organizational Culture Matters

2-9
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
42. Herb Kelleher, one of the founders of Southwest Airlines, helped create a culture of commitment by:

A. Pitching in to help employees as he traveled around doing business.

B. Rewarding the most productive and upbeat employees.
C. Conducting regular and intense team-building sessions.
D. All of the answers are correct.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Organizational Culture Matters

43. The core values of Southwest Airlines consist of all of the following elements except:

A. A warrior spirit
B. A servant's heart
C. A fun-loving attitude
D. An unwavering commitment
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Organizational Culture Matters

44. Researchers have a specific culture contributes to positive effectiveness

in comparison to less effective firms with another cultural profile.

A. definitively related
B. found
C. suggested
D. been unable to show that
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Organizational Culture Matters

45. Research suggests that, when ethics codes are developed and enforced within an organization, they
have a positive impact on .

A. job satisfaction
B. esprit de corps
C. organizational commitment
D. All of the choices are correct.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Organizational Culture Matters

2-10
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
46. can be defined as the amount of perceived support employees receive from their co-
workers, supervisor, and other departments that helps them successfully perform their job duties.

A. BOC
B. HFC
C. HGC
D. SOC
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Characteristics of Effective Socialization

47. Attempting to change a culture generally requires all of the following except:

A. Difficult techniques
B. A new company leader
C. Rare skills
D. Considerable time

Accessibility: Keyboard Navigation

Difficulty: 3 Hard
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Influencing Culture Change

48. A supportive organizational climate can be defined as the amount of perceived support
employees receive from their that helps them successfully perform their job duties.

A. co-workers
B. supervisor
C. other departments
D. All of the above
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-03 Explain the various methods that managers use to influence culture change.
Topic: Organizational Culture Matters

49. Socialization processes are the activities by which an individual comes to appreciate the
essential for assuming an organizational role, and for participating as an
organization member.

A. values
B. abilities
C. expected behaviors
D. All of the choices are correct.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

2-11
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
50. is the process by which organizations bring new employees into the culture.

A. Alteration B.
Maturation C.
Socialization
D. Normalization
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

51. Employees are more likely to adjust to a new job and be accepted socially if they use a
approach to learning about how things work, who makes the decisions, and what the
organization values.

A. proactive
B. laid-back
C. scientific
D. sequential
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Socialization Sustains the Culture

52. The sink or swim approach to socialization .

A. is preferred to others
B. should never be used
C. may work
D. may present significant legal issues for organizations
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

53. Organizational socialization is most important when an individual .

A. first takes a job

B. retires from the organization
C. has failed to meet performance expectations
D. All of the above are correct.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Socialization Sustains the Culture

2-12
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McGraw-Hill Education.
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54. People are vitally interested in two kinds of information before entering a new job or organization.
They attempt to assess the firm's .

A. culture and if they are suited to the jobs available in the organization
B. pay and benefits C.
history and values D.
culture and climate
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Socialization Sustains the Culture

55. The socialization that occurs before someone enters an organization, or takes a different job within
an organization, is the stage of socialization.

A. accommodation
B. anticipatory
C. role management
D. assessment
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

56. Organizational socialization processes from organization to organization.

A. by law must not vary

B. may vary in form but not content
C. vary in form and content
D. must by law vary by employee
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Characteristics of Effective Socialization

57. All of the following activities comprise the accommodation stage except:

A. Establishing new interpersonal relationships

B. Learning the task required to perform the job
C. Clarifying one's role in the organization and in formal and informal groups
D. Forming an initial impression of the job and the organization
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

2-13
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
58. During the stage, a broader set of issues and problems arises, which results
in conflict, including conflict between work groups.

A. anticipatory socialization
B. accommodation
C. role management
D. All of the choices are correct.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

59. Conflict between an individual's work group and other work groups within the organization
usually surface during the socialization stage.

A. anticipatory
B. accommodation
C. role management
D. All of the choices are correct.
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

60. In work organizations, a mentor can provide to a younger, less-experienced protégé.

A. coaching
B. friendship
C. role modeling
D. All of the above.
Accessibility: Keyboard Navigation
Difficulty: 1 Easy
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Characteristics of Effective Socialization

61. All of the following practices are found during the accommodation socialization stage except:

A. Professional counseling
B. Social skills training
C. Demanding but fair supervisors
D. Supportive and accurate feedback
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Socialization Sustains the Culture

2-14
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McGraw-Hill Education.
62. All of the following recommendations are presented in "How to Become a Great Mentor" except:

A. Give up your personal mentor

B. Don't be afraid, to be honest
C. Work at building trust and feeling it yourself
D. Don't keep your feelings bottled up
Accessibility: Keyboard Navigation
Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

63. Which of the following is the least likely to be a turning point during a mentoring relationship?

A. The senior manager becomes less available

B. A job rotation or promotion limits continued interaction
C. Peer status is achieved
D. A sudden increase in opportunities for interaction around work tasks
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Difficulty: 1 Easy
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Characteristics of Effective Socialization

64. All of the following are phases of the mentoring process except:

A. Separation
B. Cultivation
C. Realism
D. Redefinition
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Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Characteristics of Effective Socialization

65. Which of the following is an example of what Mitroff and Denton characterized as an
evolutionary model of spirituality?

A. YMCA
B. Alcoholics Anonymous
C. Ben & Jerry's
D. Cirque Du Soleil
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Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

2-15
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McGraw-Hill Education.
66. Which of the following is an example of what Mitroff and Denton characterized as the
socially responsible model of spirituality?

A. YMCA
B. Alcoholics Anonymous
C. Ben & Jerry's
D. Cirque Du Soleil
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Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

67. Which of the following is an example of what Mitroff and Denton characterized as the recovery model
of spirituality?

A. YMCA
B. Alcoholics Anonymous
C. Ben & Jerry's
D. Cirque Du Soleil
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Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

68. Which of the following statements about spirituality is false?

A. Spirituality is a personal and private path.

B. Spirituality contains elements of many religions.
C. Spirituality grows from self-inquiry.
D. None of the statements are false.
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Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

69. One study of the spirituality of medical units within a hospital system found
.

A. patient infection rates decreased with increased staff spirituality

B. unit leaders did not impact the degree to which unit members expressed workplace spirituality
C. that work units' spirituality was associated with the unit's performance
D. All of the choices are correct.
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Difficulty: 1 Easy
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

2-16
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McGraw-Hill Education.
70. Research by Mitroff and Denton found that there was agreement about the meaning
of spirituality.

A. weak
B. diverse
C. near-unanimous
D. unanimous
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Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

71. has been defined as "the desire to find ultimate meaning and purpose in one's life and
to live an integrated life."

A. Religiousality
B. Spirituality
C. Transformationality
D. None of the above.
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Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

72. A study of spirituality reported that organizational spirituality was positively correlated to:

A. Employee job involvement

B. Organizational identification
C. Work rewards satisfaction
D. All of the choices are correct.
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Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

73. A survey by Mitroff and Denton found all of the following to be true except:

A. Employees who are more spiritually involved achieve better results.

B. Most employees feel free to act on their spirituality in the workplace.
C. People differentiate strongly between religion and spirituality.
D. Most people define spirituality as "the desire to find ultimate meaning and purpose in one's life and
to live an integrated life."
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Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

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McGraw-Hill Education.
74. According to the text, which of the following organizations is an example of using a values-
based model of spirituality?

A. Alcoholics Anonymous
B. Kingston Technology
C. Ben & Jerry's
D. YMCA
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Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

75. Spirituality in the workplace .

A. is always positive
B. is always a negative
C. may have a negative side
D. is appropriate only in religious organization
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Difficulty: 2 Medium
Learning Objective: 02-04 Identify ways in which socialization sustains organizational culture.
Topic: Characteristics of Effective Socialization

76. The "separation" phase of the mentor relationship occurs after the phase.

A. cultivation
B. redefinition
C. friendship
D. conflict
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Difficulty: 2 Medium
Learning Objective: 02-05 Compare the characteristics of effective socialization.
Topic: Characteristics of Effective Socialization

Short Answer Questions

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 Petőfi Szatmárra utazott, Kerényi a Szepességbe s Tompa már
Hamván volt, mikor bucsut vettem.
Podgorácson id. Pejacsevich László gróf tiszteletreméltó komoly
agglegény, s Pál még telivér huszártiszt oly barátságosan fogadott,
hogy első pillanattól kezdve otthoniasan éreztem magamat.
A kastélyt, mely férfi-cselédséggel teljesen el volt látva, csak a
két nőtlen gróf lakta; harmadiknak én kerültem közibök, s
mondhatom, kellemes napokat s kedélyes estéket töltöttünk. Pál gróf
kérdezte, ha szoktam-e lovagolni? s válaszomra, hogy nagyon
szeretek, egy rumai vérlovat azonnal rendelkezésemre bocsátott.
E tisztán magyar érzelmü, s a szó szoros értelmében szabadelvü
főurban, a lovagiasság s fesztelen előzékenység meghamisitatlan
mintáját tanultam ismerni, Pál gróf szellemére elég világot vet az,
hogy akkoriban kedvencz olvasmányai közé tartozott Fourier.
Nem önhittségből, de mert annyi szeretetreméltót hallottam a két
grófról, az előzékeny fogadtatásra el voltam készülve; azon
melegség s baráti nyiltság azonban, a melylyel elhalmoztak,
meglepett.
Heteket töltöttem már itt, s ez a kellemes falusi időtöltések
lánczolatából állt; vadászat, lovaglás egymást váltották; irodalom,
művészet, zene és politikai eszmecserék, olvasás, vidám ebédek, s
kedélyes theaesték sem hiányoztak. Mondhatom, egy unalmas óránk
nem volt.
Nyergeltettem; midőn a paripát elővezették, azt mondja Pál gróf,
hogy várják kissé, ő is kilovagol. Csöndes, de hideg idő volt, a
levegőben hópelyhek szállingóztak. Vagy félmérföldet lovagoltunk
árkon-bokron keresztül, mikor Pál gróf azt inditványozta, menjünk
Valpóra, báró Prandau Gusztávhoz. Szivesen beleegyeztem. A kisérő
szolgát a gróf visszaküldte Podgorácsra, hogy nekünk szükséges
ruhát hozzon, s mi tovább lovagoltunk.
 A hideg dermesztővé kezdett válni; az erdőkön át, a hol
haladtunk, nem volt egyéb látható, mint alattunk nyomtalan hólepel,
s felettünk a terebélyes tölgyek ágain is arasznyi hó. Nem egy farkas
orditását hallottuk, s nem egy tizenkét ágas szarvas szökkenéseit
láttuk.
Mi árkon-bokron át haladtunk.
A mit most hallottam s a mi azután történt, rejtélyes bár,
meglehet mosolyra ingerlő, de mégis elmondom, a mint hallottam s
a mint történt.
Vannak a természetben titkok, miket sem a bölcsek megfejteni,
sem a tudósok elvitázni nem képesek.
Dumas az »Ezer s egy kisértet«-ben sok el nem hihető, s
valószinűtlen eseményt irt össze; midőn olvasám, gyakran
elmosolyodtam tulzott képzelődésein…
És mégis… és mégis, nem akarom állitani, hogy némelyek
megtörténtek, s ha nagy része dajkamese, sok meg a szerző dús
phantasiájából ered is, egyik-másik eset előfordulhatott, ha nem
valóságban, tán valami véletlen, vagy a természet játéka által.
Legyen bármi oka, delejes állapot, tulizgatott idegzet vagy a
véletlen találkozása, de történnek néha dolgok, melyek rejtélyesek
maradnak.
Midőn lovaink az első hatalmas vágtatás után, a nagy hideg
daczára, párologni kezdtek, s a mi lélegzetünk is rövidült, lovaink
haladását mérsékeltük.
– Hallott-e ön már valamit a valpói várról? kérdé a gróf.
– Semmit; viszonzám.
– A valpói lélekről sem?
– Még kevesebbet; szóltam mosolyogva.
 Elhallgatott.
Engem meg bántott a kiváncsiság.
Nem tudom, más, miként van vele, de én, bármennyire nem
hiszem is, feszült érdekkel hallgatom, ha valaki mystikus dolgokról
beszél.
Rövid szünet után néhány kérdést ejtettem az érintett tárgyban.
– Nem mondanám el, ha annyi tanu nem volna rá, ha nem tudná
az egész vidék, s annak idejében a franczia lapok is nem irtak volna
erről:
Valpó helységében rég terjengett a nép közt azon hiedelem, hogy
a várban lélek kisértget, s ez annyira ment, hogy a vár éji időben
félelmessé lőn s a nép közelében eljárni sem mert.
– Kevés ószerü vár vagy rom létezik, mondám, melyről a közel
lakó nép közt kisérteties mesék ne keringnének.
– Az igaz, de ez mégis sajátszerü, mert tényekkel áll
kapcsolatban. A vár cselédsége rettegéssel beszélt az épület éjszaki
jobb sarkáról, s egymásnak borzadályos dolgokat meséltek. Sokszor
fellármázták éjnek idején az alvókat, állitván, hogy az emlitett sarok
ablakain láng csapkodott ki, s ha odasiettek, minden sötét és
csendes volt. Némelyek azt bizonyitották, hogy ott gyakran egy ifju
leány sajátságos öltözetben mutatkozik. A képzelődés szülte-e, vagy
mi? elég az hozzá, azon állitás mindig több hivőre s terjesztőre talált.
Egy belső cseléd ezen látvány vagy képzelődés áldozata is lőn.
Hetenkint legalább egyszer rendesen zaj történt.
A cselédség el lőn rémülve, az uraság unta meg restelte is a
nyugtalanságot s kérdezősködéseket. A báró közel volt hozzá:
elhagyni ősei várát, valamelyik más uradalmába költözendő.
Olaszországból egy katonacsapat utazott keresztül. A kapitány
betegen érkezett Valpóra. – Itt az alkalom végetvetni a sok
rémülésnek s mendemondának, – gondolta a báró, s a kapitányt, ki
a vidéken még soha sem járt, s bizonyára az itteni kisértetről sem
hallott, szállásolásra – vendégeül – a várba meghivta, hol beteg
helyzetében, ápolásra több gond forditható. A kapitány köszönettel
elfogadta. Az éjszaki rész második emeletében, a mesés
sarokszobába lőn szállásolva. Az első éj után a báró meglátogatta
vendégét, s midőn hogylétéről tudakozódott, az habozva mondá:
– Nyugtalan éjem volt; lázrohamféle képzelődések háborgattak.
Oly mesés valami,… álom és mégis…
– Tehát nem a legjobb éje volt?
– Nem, s ez az egész.
A beszédet más tárgyra vitték, de a báró igen gondolkozó lőn.
Másnap ismét meglátogatta betegét, s nem csekély zavarodására, őt
nyugtalan izgatottságban találta. Mintléte utáni tudakozódás, néhány
szokásos kérdés s udvarias felelet után, a kapitány habozva kezdé:
– Báró ur! ön engem nevetségesnek fog találni, valamint magam
is nevetségesnek találnám, ha valaki oly dolgot akarna velem
elhitetni, mely természetfeletti, melyet nem értek.
– S az?
– Már tegnap akartam közleni, de azt hittem: álom volt, vagy
lázroham lepett meg, vagy pillanatra eszem lőn zavarodottá, szóval
nem hittem saját szemeimnek, mert a mit láttam…
– Mit látott?
– Vakitó világosság özönlé el a szobát, s egy ifju lányka eszményi
görög öltözetben, az ajtótól az ablakig lépdelt, azután megfordult,
vissza az ajtóhoz és eltünt.
– Gyakran lát csodadolgokat a beteg idegzet által izgatott agy.
– Magam is azt gondoltam, s tegnap hallgaték, de az elmult
éjjel…
 – Nos?
– Egész nyugalommal bezártam az ajtókat, gyertyámat égve
hagytam és vártam.
– Megjelent?
– Mint tegnap, ugyanazon öltönyben, ugyanazon vonalt
végiglépdelve. Midőn az ablaknál megfordult, eltávozandó, rákiálték:
– Ki vagy? mit akarsz?
– Nyugalmat akarok, viszonzá.
– S nálam keresed azt?
– Te vagy az első, a ki megszólitott, te fogod nekem azt
eszközölhetni.
– Mi módon?
– Ha mostani sirom terhétől megszabaditasz.
– De hol találom sirodat?
– A várkápolna oldalajtaja alatt. Ekkor mint tegnap, ismét
távozott.
– Csodálatos! tehát mégis való.
– Mi?
– Az, a miről annyit regéltek, de hinni soh’sem akartam.
Megvallom, a czélból szállásoltattam a kapitány urat ezen
lakosztályba, mert hittem, hogy mint olyan, ki a mesékről mitsem
hallott, előitélet nélkül fog ide belépni, s meg fogja semmisiteni azt a
sok mende-mondát. De most rögtön más osztályt rendelek részére.
– A világért sem, mig e kérdés be nincs végezve.
– Hogyan?

É
 – Én nem ismerem a vár helyiségeit, azt sem tudom van-e
kápolnája.
– Igen.
– Tehát a mellékajtó alatt ásasson.
Ugy történt, de eredménytelen.
Következő nap a kapitány jelentette, hogy vendége ismét eljött,
azon figyelmeztetéssel, miszerint nem jó helyen ástak, mert sirja a
kápolna és torony közti ajtó alatt van.
Ott ástak. A nehéz kőtalapzatot kiemelvén, jelentékeny
mélységben csontvázra akadtak, melynek mellére nagy golyó
nehezült.
A csontváz orvosok által megvizsgáltatván, ifju lány csontvázának
ismertetett fel.
Kitették a kápolnába s onnan ünnepélyes szertartással
eltemettetett.
A kapitány, kivel ez történt, mikor ott jártam, még élt, s Eszéken
nyugalomban volt.
Nem tudtam ellenvetéseket tenni, csak kétkedve vállat vontam,
de alig vártam, hogy Valpóra érkezvén, erről még többet is
hallhassak.
A valpói vár, melynek egy része elhagyatott s fél rom, a másik
része pedig a vendégszerető báró kastélyául van kijavitva, oly alaku,
melyről, ha nem beszélnének is kisérteties dolgokat, képes olyanokat
az ember eszébe juttatni. Széles árok veszi körül, melyben most a
viz be van fagyva; omladozó tornyok, rejtelmes folyosók, tömérdek
zúg, földalatti osztályok, szóval minőket borzadályos német lovag-
regényekben leirva találunk.
Feszült érdekkel vizsgálgattam e várat. A báró sógora, Cseh Ede,
jókedvü öreg ur, ki velem összevissza sétálgatott, egyet-mást
mutogatván, egy torony előtt megállapodva, kezdé:
– Itt egyszer nagyon megjártam.
– Miként?
– Oda benn kártyáztunk, mikor a városban tűz ütött ki. Én e
toronyba siettem, honnan áttekintés van az egész városra, hogy
lássam: merre van a tűz. Alig lépek be az ajtón, megpillantok
magam előtt egy női alakot, tiszta fehérben. Azt gondoltam,
valamelyik szobalány, ki szinte a tüzet jött nézni. Tréfából át akarom
ölelni, kisíklik kezeim elől s fut fölfelé a toronyba, én utána;
néhányszor át akarom ölelni, mindig kisíklik. Megállj, gondolám, fenn
nem menekülsz, semerre sincs kijárás. Mindig szemmel tartottam, s
midőn feljuték, sehol sem volt. Hideg borzadály futott végig rajtam,
eszembe jutott a kisértet, s én feledve a tüzet nézni, hanyat-homlok
rohantam le. Midőn a társasághoz visszatértem, arczomról olvasták
le, hogy velem valami rendkivüli történt.
És bárkivel szóltam, mindenki regélt valami kis történetkét.
Este a theánál ismét beszélgetés tárgya volt.
– És most, kérdém, teljes nyugalom van ott?
– Oh igen, vendégszobául szolgál, mond a báró, ha kedve van,
odaszállásoltatom.
Szivesen ellentmondtam volna, de mosolyogva beleegyeztem.
Még csak most fogtak bele egész tűzzel a kisértetes kalandok
elbeszéléséhez, a várkáplán, a vendégek, még maga a báróné is
regélt egyet-mást.
Természetesen annál inkább megmaradtam a mellett, hogy oda
szállásoljanak. Pedig őszintén megvallva, borsódzott tőle a hátam.
Nyugalomra tértünk.
 Hallgatag inas, égő gyertyával kisért a második emeletre. Nagy
terembe léptünk; az egyetlen gyertya világa félhomályban tüntette
elém a tárgyakat. A falakat nagy arczképek, régi fegyverek, zászlók,
ősi czimerek, sisakok s pánczélok díszitették; itt vasember, amott
márvány asztal tevé a butorzatot. Lépteink rémesen viszhangoztak.
Az inas balra ajtót nyitott előttem, s a mesés szobában valék,
melynek kandallójában jó tűz égett. Mikor az inas a gyertyát
asztalomra tevé, »jó éjt« kivánt s távozott. Hideg borzadály futott
végig tagjaimon. Kinevettem magamat s lefeküdtem.
Már jó késő volt, azonfelül a hosszu lovaglás is elbágyasztott;
néhányszor közel valék az elalváshoz, de szendergésemből egy-egy
nesz, vagy külről valami csattanás mindig felriasztott, s mig
emlékezetem az egész napon át hallott valószinütlenségekkel
küzdött, bágyadt pilláimat csak nehezen birtam megmozgatni.
Egyszerre tulvilági fény árasztja el a szobát, lassu suttogást hallok;
ijedve akarok felszökkenni, de mintha ágyamhoz volnék lánczolva,
egyetlen tagomat se birtam mozditni. Kiáltani akartam, de nem volt
hangom.
És a kiről egész nap annyit hallottam, előttem termett. Mintegy
tizennégy éves lányka, gazdag görög öltözetben, dús fekete fürtei
közt arany és gyöngy ragyogott, de ezen gyöngyöknél szebben
ragyogtak ép fehér fogai, szemei pedig oly villogók voltak, mintha a
tündéri fény, mely a szobát elözönlé, ezen gyönyörü szemekből
áradott volna ki.
– Ha lélek vagy, mondám, a mennyből kelle alászállnod, mert ily
szép, ily ártatlan kinézésü csak angyal lehet.
– Kétkedtél létezésemben, im tanut hoztam, ennek csak hiszesz.
Ekkor pillantottam meg mellette haloványan, szenvedő kinézéssel
Czakó Zsiga barátomat.
Elsikoltám magamat, a sikoltásra a látvány eltünt, s én iszonyu
ropogásra fölébredtem.
 Csaknem usztam a verejtékben.
Lefekvéskor a gyertyát szerencsémre égve feledtem, vagy tán
szándékosan ugy hagytam. Most hát Chateaubriand egyik művét
vettem elő.
Alvásról többé szó sem volt.
Azután fölkeltem s Pestre Kúthy Lajosnak, kiről tudtam, hogy az
efféle mystikus dolgokat nagyon szereti, s Farkas Jancsinak az egész
mesét és álmomat megirtam.
A leveleket postára adtam, s az étkező-terembe siettem.
– Nos, kérdezték, nem álmodott a kisértetről?
– Sőt igen, s mi több, Czakó Zsiga jóbarátom társaságában jelent
meg. Elmondtam egészen álmomat, mire a nagy ropogás is, mi
nemcsak engem vert föl alvásomból, meg lőn fejtve; a várat
környező árok jegére gyültek a dámvadak, s a jég beszakadt alattok.
Nevettünk, tréfáltunk, reggeliztünk s aztán a vadászat vette
kezdetét.
Harmadnap a beremendi erdőkben vadásztunk. Este fáradtan s
átázva tértünk haza. A báró gondolkozva járt fel-alá, kezében
ujságlap volt.
– Ugy-e, kiáltott felém, a mint beléptem, Czakónak hivják
barátját, a kiről álmodott?
– Igen.
Némán adta kezembe az ujságot, ujjával egy helyre mutatván.
Megtekintém s elborzadtam.
Czakó Zsiga az nap magát főbelőtte.
K. L. és F. J. szerencsétlen barátom temetése napján kapta
levelemet. Később sokat emlegettük e különös eseményt.
Á
 Álom volt, az igaz, s hogy Czakó gyászos kimultával igy
találkozott, csak véletlen, de mégis kell benne valami delejes
összefüggésnek lenni.
Igy történt.
Fejtse meg, a ki tudja.
Tiz napot töltöttünk folytonos mulatság s férfias szórakozottság
közt. Összegyült itt, a mi csak nevezetesség és előkelő volt még a
szomszéd megyében is. Sok mindenről folyt a társalgás, néha vita,
de a politikáról soha. Egyetlen este emlékszem, hogy gróf
Pejacsevich Antal uhlanus tiszt, a hazafiságáról, Magyarországon a
népnevelés terén hozott áldozatairól s nemes gondolkozásáról
ismeretes gróf Pejacsevich János testvéröcscsével, összeültem, s
majdnem egész éjen át politizáltunk, meg is győződtem, hogy tiszti
egyenruha alatt is doboghat szabadságért lángoló sziv, s van horvát
főur, a kitől egyik-másik magyar tanulhatna Magyarország iránt
melegen érezni.
Egy hózivataros reggelen aztán ellovagoltunk, de nem vissza
Podgorácsra, hanem Eszékre, hol a gróféknak hasonlón berendezett
háztartásuk volt. László grófot már itt találtuk; nem győzött
megvárni minket, aztán meg unta is magát egyedül, hát szépen
elhagyta Podgorácsot.
Eszéken aztán elkezdtünk komolyabb dolgokkal is foglalkozni;
elővettük a hazai és irodalom-történetet, járattunk magyar lapokat, s
magunk közt társalgási nyelvül a magyart tüztük ki, mely feladatnak
derekasan meg is feleltünk. Lassankint mások is résztvettek ezekben
a mi társalgásinkban, ugy, hogy egyszerre csak egy kis magyar kör
nőtte ki magát. A két gróf Pejacsevich, Jankovich László főispán,
Delimanich, Szalopek, Dimothi ottani birtokos s leköszönt huszártiszt,
Parcsetich és én.
Kis sziget volt ez a zavaros hullámok közepette, mely szellemi
termékenységgel kecsegtetett. És a mint megindult, bizonyára ki is
nőtte volna magát egy lelkes magyar egyletté, ha az események rá
időt engednek.
Meg van, s tán mindég meg is volt kisvárosokban az a ferde
szokás, hogy mindent túloznak. Ugy itt is akadtak szájhősök, kik e
társalgási szerény összejövetelnek nagyhorderejü fontosságot
tulajdonitva, általa az illyr nemzetiséget veszélyeztetve látták. Ez a
nézet azonban távolról sem a miveltebb, felsőbb s józanabb
körökben uralkodott, nem a birtokosok, tekintélyes kereskedők,
magasabb állásu tisztviselők s virágzó üzlettel biró iparosok közt
okozott nyugtalanságot, sem pedig a szoros értelemben vett nép
közt, hanem azon alsóbb rétegekben, hol csak nyugtalanság s
zavargás által lehet felvergődni. A zugügyvédek, alsóbb
hivatalnokok, szatócsok, bukott kereskedők; minden rendü s állásu
korhelyek, korcsmahősök és csavargók. Ez idő szerint ezek képezték
itt Gáj táborát, ezek vették Zágrábból a jelszót, s tán Bécsből a
költséget.
Ezek a hősök ugy néztek rám az utczán, mint valami veres
indiánok a hittéritőre; szerettek volna megenni. Ha találkoztam
velök, vadul forgatták rám szemeiket, s midőn mellettök elhaladtam,
mondtak valamit, amennyire a hangból kivehettem, káromkodást.
Mindez engem egy cseppet sem feszélyezett; jártam a szinházba,
bálokba és sokat jól mulattam.
Prandau Gusztáv báró Eszéken is nagy és nyilt házat vitt;
alkalmam volt itt különböző elemekkel megismerkedni. Mindazok
közt, kik nála megfordultak, legveszedelmesbnek találtam a
papságot. Ez mind panszláv volt. Széltében vitatkoztak velem, s én
természetesen nézeteimet s meggyőződésemet tartózkodás nélkül
nyiltan kimondtam. Na, ezek aztán még jobban elvitték a hiremet,
annyira, hogy a dühösebb illyrek már ujjal kezdtek rám mutogatni, s
ha az alsó városon végiglovagoltam, csak lestem a pillanatot, a
mikor meghajgálnak.
 Kaszinó-bál volt; benn járta a füzértáncz, én Fornszek Sándor,
akkoriban császárhuszár tiszttel az étteremben estelizvén,
beszélgettünk, természetesen magyarul. A harmadik asztalnál egy
csapat fiatal ember zsiviózgatott. Egyszerre csak közülök az asztalra
áll egy tizenhat markos kamasz, vérvörös arcz s villogó szemekkel,
pattogó nyelven szónokol, s mivel taglejtései felénk irányozvák, de a
szemek is rajtunk függtek, minden kétséget kizárt, hogy e
dörgedelmes beszéd csekélységünket illeti.
– Mi akar ez lenni? kérdé tőlem Sándor.
– Azt hiszem furcsa tréfa készül.
Az előadó férfi – általános helyeslés közt – leszáll a szóasztalról s
kimért komolysággal hozzánk lépett. Beszélt, de mit és miről? azt
csak fenyegető mozdulatából s mérges tekintetéből engedte sejteni.
– Ha tőlünk kiván valamit, mond németül Fornszek, hát érthető
nyelven beszéljen.
– Megtiltjuk itt a magyar szót; felelt a hős, a többi meg
rázuditotta a helyeslést.
Fornszekkel összenéztünk s elnevettük magunkat.
Erre az érdemes szónok társaihoz fordulva, oly hangot adott, a
minőt Kooper ir le, hogy a vadak szoktak használni, ha támadásra
készülnek.
Összeröffentek körültünk. Fornszek Sándor kardjához kapott, én
is védelmi eszköz után néztem körül, mert a jelekből láttuk, hogy itt
kevesebbről alig lehet szó, mint bennünket kidobni.
Gróf Pejacsevich László az eseményről értesülvén, sietett az
étterembe. Ez a komoly férfiu, ki tetőtül-talpig csupa méltóság volt,
tiszteletet parancsoló kifejezéssel abban a pillanatban lépett az
asztalhoz, mikor a támadás és védelem tényleg kitörni készült.
 – Mi ez? szólt a gróf roppant fensőséggel, a ki vendégemet sérti,
az engem sért, én pedig sérelmet el nem tűrök.
A szónoknak álla ugy leesett, hogy szája is tátva maradt; vitéz
serege pedig meghunyászkodva sompolygott vissza asztalához. A
hatalmaskodó vezér is rövid mentséget hebegve, övéi közé bujt, hol
fejeiket összedugva sugdostak.
Gróf Pejacsevich László hozzánk ült, s ez minden további
sértegetésnek véget vetett.
A gróf alakjára, jellemére, eszére s szivére nézve az ország egyik
legjelesbike volt. Az uriosztály büszkeségét látta benne, a kereskedő,
iparos jóltevőjét, a nép atyját. Csak nemeset s magasztost lehetett
róla hallani mindenfelé. Nem csoda tehát, hogy egy szavára
lecsillapult ez a vad hullám, mely fejünk felett összecsapni készült.
A füzértáncznak vége levén, Pál gróf is az étterembe jött,
asztalunkhoz ült, s midőn a történtekről értesült, már nem olyan
nyugodtan mint László gróf, hanem amugy huszárosan odaszólt a
magyarfalóknak, kik szégyenkedve szökdöstek meg asztaluktól, ugy
hogy nehány percz alatt az üresen állt.
E jelenet után csakis mérges szemekkel találkoztam, de sértő
szavakkal nem.
Február végén a lapok meghozták a párisi forradalom hirét. A
békétlenkedők erre oly vérszemet kaptak, mintha csak ők csinálták
volna ezt a forradalmat; lármáztak, zsivióztak, énekelték uton-utfélen
a Jellasich gúnydalát, s a korcsmákban dorbézoltak, isten tudja
micsoda pénzen.
Az uriosztály s jobbmódu polgárság nemcsak nyugodtan viselte
magát, de megbotránkozott e szilajságokon, a miket ez a
zugügyvédek, elcsapott hivatalnokok, állás nélküli jegyzők, bukott
szatócsok, csavargó iparosok, korhelyek, játékosok és éhenkórászok
tábora űzött.
 A papok, kik eddig rendszeresen ugyan, de alattomban üzték az
illyr terjeszkedést, most, ugy látszik, megkapták Hauliktól a jelszót,
mert tartózkodó helyzetökből kiléptek, hogy nyiltan hirdessék Gáj,
Jellasich és Kulmer igéit.
A közeli és távoli események annyira felizgattak, hogy
belebetegedtem. A lapokat idegességgel vártam, nemcsak a párisi
hirek miatt, de most már Pozsonyban is felette érdekes s életbevágó
fordulatok voltak napirenden.
Pestről sürgetőleg irtak barátaim, hogy jőjjek haza; megrongált
egészségem szintén ezt kivánta, de mindenek felett a vágy: jót és
rosszat megosztani barátaimmal, ha ránk is válságos napok
következnének, azon elhatározásra birtak, hogy az indulandó első
gőzössel utra keljek.
Ez márczius első felében meg is történt.
Nehéz szivvel váltam meg a két sziv és lélekben nemes gróftól.
Az előzékenység, barátság és vendégszeretet annyi kincseivel
halmoztak el, hogy egész életemre leköteleztek.
Végre hajóra ültem, s kiszálltam Pesten márczius 15-én reggeli
6 órakor.
 Lábjegyzetek.
1) Gróf Széchen Antal urtól a Kisfaludy-társaság oct. 31-én 1882.
tartott ülésbeni felolvasás.

Javítások.
Az eredeti szöveg helyesírásán nem változtattunk.
A nyomdai hibákat javítottuk. Ezek listája:

10 Szegény Lovasssy Szegény Lovassy

53 mondá: Vizsgáljuk mondá: ‚Vizsgáljuk
61 azt hittte azt hitte
63 szeme-meivel szemeivel
91 meglepetesekben meglepetésekben
100 adományelvelet adománylevelet
102 orzággyülés országgyülés
122 jutalmat nyert jutalmat nyert)
124 indnltam indultam
125 „Nemzeti »Nemzeti
148 egközelebbi legközelebbi
169 szameimnek szemeimnek
 *** END OF THE PROJECT GUTENBERG EBOOK
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