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CHAPTER TWO
CORPORATE GOVERNANCE
This chapter describes the basic governance mechanisms of the corporation: the board of directors and top
management. These are the people who are primarily tasked with the strategic management process if the
corporation is to have long-term success in accomplishing its mission. The responsibilities of both are described and
explained. It proposes a board of directors’ continuum on which boards can be placed in terms of their involvement
in strategic management. Agency theory is contrasted with stewardship theory. The chapter explains how the
composition of the board can affect both its performance and that of the corporation. It also describes the impact of
the Sarbanes-Oxley Act on corporate governance in the United States and trends in corporate governance around the
world. Top management is discussed in terms of executive leadership, strategic vision, and managing the strategic
planning process.
LEARNING OBJECTIVES
1. Describe the role and responsibilities of the board of directors in corporate governance.
2. Explain how the composition of a board can affect its operation.
3. Describe the impact of the Sarbanes-Oxley Act on corporate governance in the United States.
4. Discuss trends in corporate governance.
5. Explain how executive leadership is an important part of strategic management.
2-1. What are the roles and responsibilities of an effective and active board of directors?
The board of directors is required by law to direct the affairs of the corporation, but not to manage them. Stuart has
written that a board is responsible for (1) effective leadership, (2) strategy of the organization, (3) the balance of risk and
initiative, (4) succession planning, and (5) sustainability. The role of the board is to carry out three basic tasks:
(1) monitor; (2) evaluate and influence; and (3) initiate and determine.
2-2. What are the issues that suggest the need for oversight of a particular company’s management team?
The board of directors holds the top management team responsible for implementing and guiding the strategy set
forth. There are several red flags that would indicate the need for oversight of a management team. When the
corporate objectives are not being met, management teams may be at fault. When a clear vision is not articulated,
the CEO must be responsible. Also, when the strategic planning process is not being monitored by the top
management team, oversight may be called for.
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SUGGESTED ANSWERS TO DISCUSSION QUESTIONS
A board of directors is needed to protect the interests of the corporation’s owners, its shareholders. By law, when a
company incorporates, it must have a board of directors—even if the stock is held only by the founder and his/her
spouse. A good case can be made that a small, closely held corporation has no need for a board. Because the owners
are likely to compose both top management and board membership, the board becomes superfluous at best, and may
even create more problems than it solves by getting in the way of management’s quick response to opportunities and
threats. The board meets only to satisfy legal requirements. Even when stock is more widely owned in a publicly
held corporation, the board may be composed of nothing but a few insiders who occupy key executive positions and
a few friendly outsiders who go along with the CEO on all major issues. Nevertheless, the rationale for the board of
directors seems to be changing from simply one of safeguarding stockholder investments to a broader role of
buffering the corporation from its task environment and forcing management to manage strategically. If nothing
else, the board can do the corporation a great service by simply offering top management a different point of view.
The board’s connections to key stakeholders in the corporation’s task environment can also provide invaluable
information for strategic decision making. This is the main reason why advisory boards are often used by companies
that are not incorporated and thus have no shareholders.
2-4. Who should and should not serve on a board of directors? What about environmentalists or union
leaders?
This is a wide-open question with no simple answer. Some may argue that representatives from each stakeholder
group in the corporation’s task environment should be included so as to keep top management aware of key
environmental considerations. Others may argue that only outsiders with no personal stake in the corporation (e.g.,
not a member of a local bank or a key supplier, etc.) would be best able to bring the amount of objectivity needed to
help make strategic decisions. This is the point of view taken in the United States by the Sarbanes-Oxley Act. A
good argument can be started by suggesting that a representative from labor be a director. This is done in Germany.
If this makes some sense, who should it be—a union member who is an employee of the corporation or an
employee of another corporation? If the firm is not unionized, what then? Further discussion can be generated by
suggesting that the composition of the board reflects the key demographics of the corporation’s workforce in terms
of race, sex, and age. Environmentalists could provide excellent information to top management, but could be a
problem if they argue only for environmental considerations without regard to the corporation’s other stakeholders.
This question provides the instructor with the opportunity to get the class involved in a discussion of agency and
stewardship theories. Agency theory suggests that insiders should be kept to a minimum and that the board be
heavily composed of objective outsiders who own large blocks of stock. Because of their stake in corporate
decisions, affiliated directors would not be considered for board membership. This would ensure that the board
would primarily represent shareholder interests and objectively monitor the “hired hands” serving as top
management. This is the point of view taken by the Sarbanes-Oxley Act in the United States. In contrast,
stewardship theory views top management as concerned “stewards” of the corporation—people who may have a
greater concern for the corporation as a whole and its survival than do the shareholders, and who may only be
interested in earnings per share and little else. Stewardship theory suggests that the board should be composed of
people who can provide important information from the task environment and valuable insight to top management.
It would work to consider interests beyond shareholder value.
2-5. Should a CEO be allowed to serve on another company’s board of directors? Why or why not?
The majority of outside directors are active or retired CEOs of other corporations. The chapter states that the average
board member of a U.S. Fortune 500 firm serves on three boards and that only 40% of U.S. boards limit the number
of directorships a board member may hold in other corporations. CEOs from other firms are highly valued because
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they can provide excellent advice to the CEO. Having a CEO from another firm serve on a corporation’s board of
directors results in an interlocking directorate between the two corporations. The text points out that this is a good
way to obtain inside information about an uncertain environment and objective expertise about potential strategies
and tactics. For these and other reasons, well-interlocked firms are better able to survive in a highly competitive
environment. This is a good reason for allowing a firm’s CEO to serve on the boards of other companies. The
CEO is likely to bring back information and contacts that can be very useful to the corporation.
There is a down side, however, to allowing a CEO to sit on the boards of other firms. For one thing, serving on
another company’s board requires time and energy devoted to something other than the job he/she is paid to fulfill.
Given the increasing pressure placed on board members, such service is becoming increasingly onerous. Because of
this, the typical CEO now sits on only one board in addition to his/her own—down from two additional boards in the
1990s. Consequently, a board should work closely with its CEO to decide which other boards are most useful to the
company for the CEO to join.
2-6. What would be the impact if the only insider on a corporation’s board were the CEO?
One result would be a board composed primarily of outsiders who would be objective, but also dependent upon the
CEO for information about the company and its activities. Thanks to Sarbanes-Oxley and other actions by the New
York Stock Exchange, this appears to be a trend in most U.S. Fortune 500 companies. As of 2007, the typical U.S.
Fortune 500 board had an average of ten directors, only two of whom being insiders. The number of insiders tends
to be higher for boards in other countries. Even when a CEO might be the sole insider on the board, he/she still has a
great deal of influence because the CEO usually also serves as the Chairman of the Board. Nevertheless, an
increasing number of boards are selecting a “lead director” to oversee the evaluation of top management, so this can
counter the dual CEO/Chair’s power. A positive result of the CEO being the only insider on a board is that the board
would be more likely to be objective and serious about its responsibility to oversee the corporation’s management. A
negative result would be the lessened opportunity to view potential successors in action or to obtain alternate points
of view to management decisions.
2-7. Should all CEOs be transformational leaders? Would you like to work for a transformational leader?
According to the text, top management must successfully handle two responsibilities that are crucial to the effective
strategic management of the corporation: (1) provide executive leadership and a strategic vision and (2) manage the
strategic planning process. The text further argues that successful CEOs often provide this executive leadership by
taking on many of the characteristics of the transformational leader by communicating a clear strategic vision,
demonstrating a strong passion for the company, and communicating clear directions to others. Such
transformational leaders, such as Bill Gates at Microsoft, Steve Jobs at Apple, and Anita Roddick at The Body Shop,
have been able to command respect and energize their employees. They not only articulated a strategic vision, but
they also presented a role for others in the company to identify with and follow. Their communication of high
performance standards coupled with their confidence in their fellow employees often raised performance to a high
level. Nevertheless, such transformational leaders can be very difficult to work for and their overconfidence may
even get the firm in trouble. Their forcefulness may drive other competent people away when they fail to allow for
differences of opinion. Hint to the instructor: Once the class has discussed the pros and cons of transformational
leaders, ask them how many would like to work for such an executive? Use Donald Trump as an example (“You’re
fired!”). You may be surprised by the number of people who would not like to work for such a CEO.
A2-1. What recommendations would you make to improve the effectiveness of today’s boards of directors?
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Another document from Scribd.com that is
random and unrelated content:
A DYAK FEAST.
(See pages 1145, 1146.)
CHAPTER CXVIII.
BORNEO—Continued.
ARCHITECTURE—MANUFACTURES.
AERIAL HOUSES — THE LONG HOUSE AND ITS ARRANGEMENTS — THE ORANG-
KAYA’S ROOM — STRUCTURE OF THE FLOORING — REASONS FOR THE
DYAK ARCHITECTURE — THE NIPA PALM AND ITS USES — THE ATAPS —
SALT AND SUGAR MANUFACTURE — ERECTION OF THE FIRST POST —
VARIOUS MODES OF PROCURING FIRE — CONSTRUCTION OF THE DYAK
BRIDGE — A NARROW ESCAPE — MANUFACTURES — THE ADZE AXE OF
THE DYAKS — ITS ANALOGY WITH THE BANYAI AXE — SMELTING AND
FORGING IRON — BASKET MAKING — THE DYAK MAT — SPLITTING THE
RATTAN — THE BORNEAN KNIFE, AND MODE OF USING IT — THE SACRED
JARS AND THEIR PROPERTIES.
The architecture of the Dyaks is very peculiar. The reader may find a
Dyak village represented on page 1153.
In the first place, the houses are all built on posts, some of them
twenty feet in height, and the mode of access to them is by climbing up a
notched pole, which answers the purpose of a ladder. The chief dwelling
in every village, and indeed practically the village itself, is the long
house, which is of wonderfully large dimensions. One of these houses,
measured by Mr. St. John, was more than five hundred and thirty feet
long, and was inhabited by nearly five hundred people.
Throughout the entire length of the house runs the broad veranda or
common room, which is open to all the members, and at the side are
rooms partitioned off for the different families, as many as sixty or
seventy such rooms being sometimes seen in one long house. Although
the veranda is common ground to all the tribe, and in it the members go
through their various sedentary occupations, each family occupies by
tacit consent the portion of the veranda opposite their own rooms.
These rooms are strictly private, and none except the members of the
family, or their intimate friends, would think of entering them. The chief
or Orang-kaya of the long house has a much larger room than the others,
and the space in front of his room is considered to be devoted to the use
of the lesser chiefs and councillors, and, although free to all the
inhabitants, is frequented almost entirely by the old men and warriors of
known courage.
One of the rooms inhabited by the Orang-kaya was visited by Mr.
Boyle, and was not an attractive apartment. On each side of the entrance
there was a piece of furniture somewhat resembling an old English plate-
rack, upon the lower shelf of which was placed a flat stone. In spite of
the heat, which was terrific, a large fire was burning on the stone, and on
the range above were wood, rice, pots, and other utensils. There was no
chimney to the house, but a sort of flap in the roof was lifted up, and kept
open by a notched stick. This flap answered both for window and
chimney, and when it was closed the room was in total darkness, beside
being at once filled with smoke.
The height of the chamber was barely seven feet, and the space was
rendered still more limited by the weapons, girdles, mats, mosquito
curtains, strings of boars’ tusks, aprons, and other property, that hung
from the rafters. The sides were adorned with a quantity of English and
Dutch crockery, each piece being in a separate rattan basket and
suspended from the wall. The house being an old one, the smell was
abominable; and the Orang-kaya’s chamber was, on the whole, a
singularly uncomfortable residence.
A number of fire-places, varying according to the population of the
house, are arranged along the veranda, and, as a general rule, one of the
primitive ladders already mentioned is placed at either end, so that when
a visitor enters the house, he sees throughout its entire length, the range
of his eye being only interrupted by the posts, which after supporting the
floor pass upward and serve also to support the roof. Outside this
veranda extends another, called the outer veranda. It has no roof, and is
exposed to the blazing sunbeams. It is used, not as a habitation, but as a
kind of storehouse and drying ground.
As the flooring is made of bamboo, the Dyaks can easily, if they
choose, keep the interior of their rooms clean. This, however, they
seldom choose to do, limiting their cleanliness to the simple process of
sweeping any offal through the floor so as to fall under the house. They
never think of removing it after it has fallen, so that by degrees the heaps
of refuse become higher and higher, and gradually diminish the distance
between the floor of the house and the soil beneath. In some of the older
houses, these heaps of rubbish have increased to such an extent that
when the pigs are grubbing in them their backs touch the bamboo
flooring of the house.
The reason for building the Dyak houses on piles are several, the chief
being that such a house acts as a fort in case of attack. The custom of
building on piles is universal, but only those tribes that are liable to
invasion employ piles of the height which have been mentioned. This
mode of architecture also protects the inhabitants from floods and from
the intrusion of reptiles. The Dyaks do not use the bow and arrow, and
before they learned the use of fire-arms, a house built on piles some
twenty or thirty feet in height made a very secure fort, which could not
be fired, and which exposed the storming party to certain and heavy loss.
Even since the English have taken up their residence in Borneo, some of
these houses, belonging to revolted chiefs, have given great trouble
before they could be taken, artillery appearing to be the only weapon to
which they at once succumb.
The piles are made of the hardest iron-wood, and are very thick, much
thicker than is needed for the support of the house. The reason for this
strength and thickness is, that in case of attack, the assailing party dash
under the house, protecting themselves from missiles by a canoe which
they turn keel upward, and hold over their heads while they chop at the
posts, so as to bring the house and its defenders down together. If the
posts are but moderately stout, they will sometimes succeed; but if they
are very thick and strong, the defenders can remove part of the floor, and
throw on the attacking party weights sufficiently heavy to break through
their roof and kill them.
It is probable that the custom of building houses on piles is partly
derived from the Malay fashion of erecting buildings over the water. The
Dyaks copied this plan, and became so used to it that when they built
inland they still continued the practice. The same theory accounts for the
habit already mentioned of throwing all kinds of offal through the open
bamboo flooring. This custom was cleanly enough when the houses were
built over the water, but became a source of utter pollution when they
were erected on land, and the offal was allowed to accumulate below,
undisturbed except by the dogs and pigs.
Most of these houses are built rather high up the rivers, especially
upon the tributary streams; and booms, composed of bamboos and
rattans, are fastened across the stream below them, so as to hinder the
advance of the enemy’s canoes. The thatch, as well as a considerable
portion of the material, is obtained from the nipa palm, a tree which to
the Borneans is almost a necessity of existence, and supplies a vast
number of their wants. It grows in large numbers at the water’s edge; its
huge leaves, fifteen or twenty feet in length, projecting like the fronds of
vast ferns.
When dried, the leaves are woven into a sort of matted fabric called
“ataps,” which is used sometimes as thatch, sometimes as the
indispensable covering of boats, and sometimes even as walls of houses,
the mats being fastened from post to post. By the use of these ataps
certain portions of the roof can be raised on sticks in trap-door fashion,
so as to answer the double purpose of admitting light and securing
ventilation.
Various other mats are made of the nipa palm leaf, and so are hats and
similar articles. The entire leaf is often used in canoes as an
extemporized sail, the leaf being fastened upright, and driving the boat
onward at a very fair pace. Besides these uses the nipa leaves, when
young, are dressed as vegetables, and are both agreeable and nutritious,
and the fine inner leaves, when dried, are rolled round tobacco so as to
form cigars.
From the root and stem a coarse sugar is made, which is used for all
general purposes; for, although the sugar-cane grows magnificently in
Borneo, the natives only consider it in the light of a sweetmeat. It seems
rather strange that sugar and salt should be extracted from the same
plant, but such is really the case, and salt-making is one of the principal
occupations of some of the tribes.
They gather great quantities of the nipa root, and burn them. The ashes
are then swept together, and thrown into shallow pans half filled with
water, so that the salt is dissolved and remains in the water, while the
charcoal and woody particles float at the surface, and can be skimmed
off. When the water is clear, the pans are placed over the fire and the
water driven off by evaporation, after which the salt, which remains on
the bottom and sides of the pans, is scraped off. It is of a coarse and
decidedly bitter character, but it is much liked by the natives, and even
the European settlers soon become accustomed to it. Salt is imported
largely from Siam, but the Borneans prefer that of their own manufacture
for home use, reserving the Siamese salt for preserving fish.
The nipa and the mangrove grow in similar localities and on the same
streams, and are useful to those who are engaged in ascending rivers, as
they know that the water is always shallow where the mangrove grows,
and deep near the nipa.
In the olden times, when a long house was projected, the erection of
the first post was always accompanied by a human sacrifice, precisely as
has been mentioned of several other parts of the world. Mr. St. John saw
one of these houses where a human sacrifice had been made. A deep hole
was dug in the ground, and the huge post, which, as the reader may
remember, is cut from the trunk of the hardest and heaviest wood which
can be found, was suspended over it by rattan lashings. A girl was laid at
the bottom of the hole, and at a given signal the lashings were cut,
permitting the post to drop into the hole, and crush the girl to atoms.
The same traveller saw a ceremony among the Quop Dyaks, which
showed that the principle of sacrifice still remained, though the victim
was of a different character. The builder wanted to raise a flag-staff near
his house, and proceeded on exactly the same plan. The excavation was
made, the pole was suspended by a rattan, but, instead of a human being,
a fowl was bound and laid at the bottom of the hole, so as to be crushed
to death when the lashings were cut.
These houses are often approached by bridges, which are very curious
structures, so apparently fragile that they seem unable to sustain the
weight of a human being, and of so slight a character that to traverse
them seems to imply the skill of a rope dancer. As these houses are often
built on the side of a steep hill, a pole is laid from the platform to the hill,
and, if it be a tolerably long one, supported by several rattan ropes
fastened to trees. A very slight bamboo handrail is fastened a little above
it, and the bridge is considered as complete.
One of these simple bridges is shown in illustration No. 2, on the
1153d page, which gives a good idea of the height of the house and its
general style of architecture. Near the foreground is a man engaged in
making fire by means of twirling one stick upon another, precisely as is
done by the Kaffirs and other savage tribes. There is, however, one
improvement on the usual mode. Instead of merely causing a pointed
stick to revolve upon another, the Dyaks use instead of the lower stick a
thick slab of very dry wood, with a deep groove cut on one side of it, and
a small hole on the other, bored down to the groove.
When the Dyak wishes to procure fire, he places the wooden slab on
the ground with the groove undermost, and inserts his pointed stick in
the little hole and twirls it rapidly between his hands. The revolution of
the stick soon causes a current of air to pass through the groove, and in
consequence the fire is rapidly blown up as soon as the wood is heated to
the proper extent. In consequence of this arrangement, much labor is
saved, as the firemaker is not obliged to stop at intervals to blow upon
the just kindled dust which collects in the little hole around the firestick.
Some tribes merely cut two cross grooves on the lower piece of wood,
and insert the point of the firestick at their intersection.
The Saribas and Sakarrang Dyaks have a very remarkable instrument
for obtaining fire, called by them “besi-api.” It consists of a metal tube,
about three inches in length, with a piston working nearly air-tight in it.
A piece of dry stuff by way of tinder is introduced into the tube, the
piston rod is slapped smartly down and withdrawn with a jerk, when the
tinder is seen to be on fire. Europeans find that to manage the besi-api is
as difficult a task as to procure fire by two sticks. The reader may
remember that a machine of similar construction is sold at the
philosophical instrument makers, and that a piece of German tinder is
lighted by the sudden compression of the air.
Another form of the besi-api is thus described by Mr. Boyle:
—“Among some of the Dyak tribes there is a manner of striking fire
much more extraordinary. The instrument used is a slender cube of lead,
which fits tightly in a case of bamboo. The top of the cube is hollowed
into a cup, and when fire is required this cup is filled with tinder, the
leaden piston is held upright in the left hand, the bamboo case is thrust
sharply down over it, as quickly withdrawn, and the tinder is found to be
lighted. The natives say that no metal but lead will produce the effect.”
The same traveller gives an account of another mode of obtaining fire:
—“Another interesting phenomenon these natives showed us, which,
though no doubt easily explained on scientific principles, appeared very
remarkable. As we sat in the veranda my cheroot went out, and I asked
one of the Dyaks squatted at our side to give me a light.
“He took from his box of bamboo a piece of pitcher and a little tinder;
put the latter upon the pitcher and held it under his thumb, struck sharply
against the bamboo, and instantly offered me the tinder lighted. Several
times subsequently we watched them obtain fire by this means, but failed
to make out a reasonable theory for the result.”
Even rivers are bridged over in the same simple, but really efficacious
manner, as the approaches to the houses. The mountain streams alternate
greatly in depth and rapidity, and it is no uncommon occurrence for a
heavy rain to raise a river some forty feet in its deep and rocky channel,
and even after a single heavy shower the fords are rendered impassable.
In consequence of this uncertainty, the Dyaks throw across the chasms
such bridges as are described by Mr. St. John:—
“How light and elegant do these suspension-bridges look! One, in
particular, I will attempt to describe. It was a broad part of the stream,
and two fine old trees hung over the water opposite to each other. Long
bamboos lashed together formed the main portion, and were fastened by
smaller ones to the branches above; railings on either side were added to
give greater strength and security, yet the whole affair appeared so
flimsy, and was so far above the stream, that when we saw a woman and
child pass over it we drew our breath until they were safe on the other
side. And yet we knew that they were secure.
“I have often passed over them myself; they are of the width of one
bamboo, but the side railings give one confidence. Accidents do happen
from carelessly allowing the rattan lashings to rot. Once, when pressed
for time, I was passing rapidly across with many men following close
behind me, when it began to sway most unpleasantly, and crack! crack!
was heard as several of the supports gave way. Most of my men were
fortunately not near the centre, and relieved the bridge of their weight by
clinging to the branches, otherwise those who were with me in the
middle would have been precipitated on the rocks below. After that, we
always passed singly over such neglected bridges.”
The domestic manufactures of the Dyaks are of a very high order, and
display a wonderful amount of artistic taste. The mode of building
canoes has already been mentioned, but the principal tool of the canoe
maker is too curious to be passed over. The implement in question is
singularly ingenious, combining within itself a number of qualifications.
The general appearance of it can be seen by reference to the illustration,
which is drawn from a specimen presented to me by C. T. C. Grant, Esq.
It is apparently a most insignificant tool, hardly worthy the hands of a
child; and yet, when wielded by a Dyak, it produces the most remarkable
results. The handle is only ten inches in length, and the blade measures
barely an inch and a quarter across the widest part. The handle is made
of two portions, united with a strong lashing of rattan, backed up by
cement, The lower portion, which is curved exactly like the hilts of the
Dyak swords, is made of a soft and light wood, while the upper part,
which carries the head, is made of a hard, strong, and moderately elastic
wood.
ADZE-AXE.
Although the iron which the Dyaks use is mostly imported, they are
capable of smelting their own metal by a very simple process. By way of
a crucible, they dig a small pit in the ground, and perforate the sides with
holes, through which currents of air can be passed by means of the native
bellows. Charcoal is first placed in the pit, and then the ore, well broken,
is laid on the charcoal; and so the Dyak workmen proceed to fill the pit
with alternate layers of charcoal and ore. A light is then introduced by
means of a hole, the bellows are worked, and in a short time the metal is
smelted. Although each man is generally capable of making his own
tools on a pinch, there is generally a man in each village who is a
professional blacksmith, and makes his living by forging spear heads and
parang blades, as well as by keeping the weapons of the villagers in
repair.
The basket work of the Dyaks is exceedingly good, color as well as
form being studied in the manufacture. The basket called tambok is made
of the nipa palm leaf, cut into strips not quite the twelfth of an inch wide,
and stained alternately yellow and red. These are interwoven so as to
produce a considerable variety of pattern, somewhat resembling that
which is used in the sarongs and other woven fabrics. These patterns are
nearly all combinations of the square, the zigzag, and the diamond; the
last form, however, being nothing more than the square turned
diagonally.
Although made in cylindrical form, the tambok is slightly squared by
means of four strips of hard red wood, which are tightly fastened to the
basket by rattan lashing. The bottom of the basket is squared in a similar
manner, so as to flatten it and enable it to stand upright, and is defended
by thicker strips of wood than those which run up the sides. The lid is
guarded by two cross-strips of wood, and both the lid and the top of the
basket are strengthened by two similar strips bound firmly round their
edges. This basket is exceedingly light, elastic, strong, easily carried, and
fully warrants the estimation in which it is held. Tamboks are made of
almost all sizes, and are extensively used by the Dyaks, the Malays, and
the European colonists.
Mats of various kinds are made by this ingenious people. One of these
mats, which is in my possession, is a wonderful specimen of Dyak work.
It is nine feet long and five wide, and is made of rattan, cut into very
narrow strips—not wider, indeed, than those of the enlarged patterns of
the tambok basket. These strips are interwoven with such skill as to form
an intricate and artistic pattern. The centre of the mat is occupied by a
number of spiral patterns, two inches in diameter, the spiral being
produced by extensions of the zigzag already mentioned.
Around the spirals are three distinct borders, each with a definite
pattern, and the whole is edged by a sort of selvage, which gives strength
to the fabric, and prevents it from being torn. This kind of mat is
exceedingly durable, the specimen in question having been long used in
Borneo, then brought over to England, and employed as a floor-cloth;
and, although cut in one or two places by chair-legs, is on the whole as
firm as when it was made. As the rattan has not been dyed, the color of
the mat is a pale yellow; but the pattern comes out with wonderful
distinctness, just as is the case with good English table linen.
Like all uncivilized people, the Dyaks never hurry themselves about
their manufactures. Time is no object to them; there is none of the
competition which hurries European workmen through life. The women,
who make these beautiful mats, go about their work in a very leisurely
way, interweaving the slender rattan strips with infinite care, and
certainly producing work that is thorough and sound.
The rattan is split in rather a curious manner. On account of the
direction and length of its fibre, it will split almost ad infinitum into
perfectly straight strips of very great length, so that the only difficulty is
to cut the slips of precisely the same width. The knives with which this
task is performed are rather peculiar. One of them has already been
described on page 1125, as an appendage to the Bornean sword; but there
is another which is so remarkable that it deserves a separate description.
The handle is bent at an angle like that of the parang-latok, described
and figured on the page to which reference was just made. In order to
produce this effect, the handle is made of two pieces of wood, the ends
of which are bevelled off, so that when they are placed together they
produce the angular form which is desired. The two pieces are fitted very
neatly together, and the joint is strengthened by a thick coating of
cement. The handle is further ornamented by having a long piece of
brass wire coiled tightly round it, and is finished off at the end with the
same kind of cement as that which is used at the joint.
Not only does the handle resemble that of the parang, but there is a
great resemblance between the blades of the sword and the knife. The
blade of this knife has been forged out of a square bar of steel, which has
been first flattened, and then beaten out into the slightly curved form
which is so largely used throughout the whole of this part of the world.
As is the case with the sword knife already described, this implement
is used by putting the handle under the left arm and holding the blade
firmly in front of the body, while both hands are at liberty to press the
end of the rattan against the edge of the knife, and so to split it into as
many strips as are needed. In spite of the comparative roughness of the
manufacture, which dispenses with a finish and polish, the knife can take
a very fine edge; and my own specimen, after having suffered rather
rough usage, is so sharp that I have just mended a pen with it, and cut a
piece of note paper edgewise. The blade of this knife is eleven inches in
length.
In order to preserve the sharpness of the edge, the Dyak carries the
knife in a sheath made simply of a small joint of bamboo, closed at the
lower end of the natural knot, and carefully wrapped at each end with
rattan to prevent it from splitting.
The cotton fabrics are entirely made by the women, from the
preparation of the thread to the weaving of the stuff. They beat out the
cotton with small sticks, and, by means of a rude sort of wheel, spin it
out into thread very rapidly. They cannot compete with the English
manufacturer in fineness of thread, but in durability there is no
comparison between the two, the Dyak thread being stronger than that
made in England, and the dye with which it is stained being so
permanent that no fabric wears so well as that which is of native
manufacture.
Although we can hardly rank the Dyak jars among native
manufactures, they play so important a part in the domestic life of these
tribes that they cannot be passed over without some notice.
The Dyaks have no real currency, and can scarcely be made to
understand it. They perfectly comprehend direct barter, but the secondary
barter by means of a circulating medium is, as a rule, beyond an ordinary
Dyak. He will take some goods to the market for the purpose of
exchanging them for some article which he wants; but he has no idea of
selling his goods for money, and buying with that money the needed
article.
The reader may remember that brass guns have already been
mentioned as a sort of currency. These are nothing more or less than
cannon of various sizes, which are valued by weight, and form a sort of
standard by which prices are measured, like the English pound or the
French franc. They are bored to carry balls from one to two pounds
weight, and, though regarded chiefly in the light of money, are
serviceable weapons, and can throw a ball to a considerable distance.
There is an advantage about this kind of currency. It is not easily stolen,
and outside the chiefs’ houses may be seen rows of brass guns lying on
the ground unmounted and owing their safety to their weight.
There is also a second standard of value among the Dyaks. This is the
Jar, an institution which, I believe, is unique. These jars are of
earthenware, and as far as can be judged by appearance, must have been
of Chinese manufacture. They are of different descriptions, and vary
greatly in value. The commonest jars, called Naga or Dragon jars, are
worth about seven or eight pounds, and derive their name from figures of
dragons rudely scrawled on them. They are about two feet in height. The
Rusa jar, which is next higher in value, is worth from ten to fifteen
pounds, according to its quality, and is known by the figures of the Rusa
deer which are drawn upon it.
But the most costly is the Gusi, which is worth almost any sum that
the owner chooses to demand for it. The Gusi jar is neither large nor
pretty. It is of a dark olive green color, and about two feet in height.
These jars are very scarce, and are considered as being worth on an
average about five hundred pounds. Seven or eight hundred pounds have
been paid for a Gusi jar, and there have been one or two so valuable that
many thousands pounds have been offered and refused for them.
Mr. St. John mentions a jar of this kind belonging to the Sultan of
Brunei, which derived its chief value from the fact that it spoke on
certain great occasions. For example, the Sultan declared that on the
night before his wife died the jar uttered hollow moaning sounds, and
that it never failed to apprize him of any coming misfortune by wailing
pitifully. This jar is kept in the women’s apartments, and is always
covered with gold brocade, except when wanted for consultation, or to
exhibit its medicinal properties. Water poured into a Gusi jar is thought
by the Dyaks and by the Malays to be the best possible medicine for all
kinds of diseases, and, when sprinkled over the fields, to be a certain
means of procuring a good crop. As the people are willing to pay highly
for this medicated water, there is some reason for the enormous cost of
these jars.
One of them is said to possess a quality which belongs to itself. It
increased everything that was put into it. If, for example, it were half
filled with rice in the evening it would be nearly full in the morning; and
if water was poured into it, a few hours would increase the depth of
water by several inches. It is remarkable that the art of making these jars
is lost. The Chinese, admirable imitators as they are, have always failed
when they have endeavored to palm off upon a Dyak a jar manufactured
by themselves.
CHAPTER CXIX.
BORNEO—Concluded.
RELIGION—OMENS—FUNERALS.
(1.) FUEGIANS.
(See page 1162.)
(2.) PATAGONIANS.
(See page 1173.)