Professional Documents
Culture Documents
1) Once employees have been recruited and selected, the next step would be
A) orientation and training.
B) discipline and counselling.
C) interviews by coworkers.
D) rules and procedures.
E) affirmative action and equal access to a job.
Answer: A
Diff: 2 Page Ref: 129
Skill: Recall
Objective: LO-1 Explain how to develop an onboarding program.
2) You have been hired as the new executive director of a child and family services agency and
are considering implementing an employee onboarding program at this organization. The
benefits that this new program will likely bring to the organization include
A) legal compliance.
B) affirmative action.
C) making employees more productive more quickly.
D) making employees more productive more quickly and establishing a foundation for ongoing
performance management.
E) promoting workforce diversity.
Answer: D
Diff: 3 Page Ref: 148
Skill: Applied
Objective: LO-1 Explain how to develop an onboarding program.
1
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4) The ongoing process of instilling in all employees the prevailing attitudes, standards, values,
and patterns of behaviour that are expected by the organization and its departments is
A) performance appraisal.
B) affirmative action.
C) job evaluation.
D) socialization.
E) culture.
Answer: D
Diff: 2 Page Ref: 130
Skill: Recall
Objective: LO-1 Explain how to develop an onboarding program.
5) The state which results from the discrepancy between what the new employee expected from
his or her new job and the realities of it is
A) reality shock.
B) job instruction training.
C) affirmative action.
D) mentoring.
E) socialization.
Answer: A
Diff: 1 Page Ref: 131
Skill: Recall
Objective: LO-1 Explain how to develop an onboarding program.
2
Copyright © 2019 Pearson Canada Inc.
7) You have just been hired as the director of human resources at a sportswear retailer. The
employee handbook states that "all employees will have the benefits listed in the handbook for as
long as they are employed with the company." In revising the contents of the employee
handbook, it is an important component of your role to be aware of which of the following?
A) Employee handbooks should not form part of the orientation process.
B) It should not be a job requirement that employees review the handbook.
C) In employee dismissal situations courts rarely review handbooks.
D) Courts have found certain terms in employee handbooks to constitute terms of the
employment contract and, therefore, the company is at legal risk if it decides to alter the benefits
package in the future.
E) It is a best practice to keep benefits static over time.
Answer: D
Diff: 3 Page Ref: 131
Skill: Applied
Objective: LO-1 Explain how to develop an onboarding program.
9) Targus, an engineering consulting company based in Vancouver, Canada, has opened new
offices in Hong Kong and Singapore. Targus wishes to hire Asian-born staff for these new
offices and would also like to increase the percentage of aboriginal persons it hires as
engineering consultants in British Columbia and Saskatchewan. Given this shift in hiring
practices, designing the orientation program for the company will present which of the following
challenges?
A) Nothing, there is no challenge.
B) the challenge of union vs non-union employees
C) Orienting employees from a different background poses a special challenge in that the values
of the organization may be new to them.
D) Hiring a diverse workforce creates a new corporate culture.
E) The main learning style of new employees will be auditory.
Answer: C
Diff: 3 Page Ref: 132
Skill: Applied
Objective: LO-1 Explain how to develop an onboarding program.
3
Copyright © 2019 Pearson Canada Inc.
10) A concern or value that a person who is engaged in career planning will not give up if a
choice must be made, is referred to as a(n)
A) value anchor.
B) skill.
C) anchor.
D) planning anchor.
E) career anchor.
Answer: E
Diff: 2 Page Ref: 145
Skill: Recall
Objective: LO-5 Analyze the factors that affect career choices.
13) Integration at senior levels in the organization requires an ongoing process that can continue
for months as the new executive learns about
A) socialization.
B) the organizational structure.
C) performance appraisals.
D) how decisions are made and who holds what type of power.
E) senior management.
Answer: D
Diff: 3 Page Ref: 134
Skill: Applied
Objective: LO-1 Explain how to develop an onboarding program.
4
Copyright © 2019 Pearson Canada Inc.
14) The process of teaching new employees the basic skills they need to perform their jobs is
A) recruiting.
B) training.
C) orientation.
D) affirmative action.
E) coaching.
Answer: B
Diff: 1 Page Ref: 135
Skill: Recall
Objective: LO-2 Describe the five-step training process.
17) In today's service-based economy, a company's most important assets are often
A) cash.
B) plant facilities.
C) office premises.
D) highly knowledgeable workers.
E) machinery.
Answer: D
Diff: 2 Page Ref: 136
Skill: Recall
Objective: LO-2 Describe the five-step training process.
5
Copyright © 2019 Pearson Canada Inc.
18) More employers today are also taking advantage of the fact that training can strengthen
employee
A) absenteeism.
B) turnover.
C) quality.
D) complacency.
E) commitment.
Answer: E
Diff: 2 Page Ref: 129
Skill: Applied
Objective: LO-2 Describe the five-step training process.
6
Copyright © 2019 Pearson Canada Inc.
22) Purposes of training needs analysis include the following EXCEPT
A) developing reasonable performance objectives.
B) analyzing skills and needs of prospective trainees.
C) identifying specific job performance and skills needed.
D) ensuring employment equity goals are met.
E) developing specific knowledge objectives.
Answer: D
Diff: 2 Page Ref: 138
Skill: Applied
Objective: LO-2 Describe the five-step training process.
23) The following are all steps in an employee's training program EXCEPT
A) evaluating the training.
B) assessing training needs.
C) designing the training program.
D) validating the training program.
E) attending the onboarding program.
Answer: E
Diff: 2 Page Ref: 138-143
Skill: Applied
Objective: LO-2 Describe the five-step training process.
24) The following are all steps in an ideal training program EXCEPT
A) instructional design.
B) evaluation.
C) summarize and review.
D) needs analysis.
E) validation.
Answer: C
Diff: 2 Page Ref: 138
Skill: Applied
Objective: LO-2 Describe the five-step training process.
7
Copyright © 2019 Pearson Canada Inc.
26) Trainees learn best when they learn at
A) the pace set by their trainer.
B) an off-the-job setting.
C) the pace set by their supervisor.
D) their own pace.
E) a country resort.
Answer: D
Diff: 2 Page Ref: 137
Skill: Applied
Objective: LO-2 Describe the five-step training process.
27) Under Canadian human rights legislation, several aspects of training programs must be
assessed with an eye toward the program's impact on
A) reverse discrimination.
B) white males.
C) company profits.
D) highly educated workers.
E) designated group members.
Answer: E
Diff: 3 Page Ref: 137
Skill: Applied
Objective: LO-2 Describe the five-step training process.
28) The legal aspects of training may require showing that the admissions procedures are
A) valid.
B) invalid.
C) external.
D) reliable.
E) reviewed regularly.
Answer: A
Diff: 2 Page Ref: 137
Skill: Applied
Objective: LO-2 Describe the five-step training process.
29) Members of designated groups should have as much chance of successfully completing the
training program as others to prevent any
A) job instruction training.
B) on-the-job training.
C) unreliable results.
D) grievance actions.
E) discrimination.
Answer: E
Diff: 2 Page Ref: 137
Skill: Recall
Objective: LO-2 Describe the five-step training process.
8
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30) When an employer fails to train adequately, this is referred to as
A) job instruction training.
B) affirmative action.
C) negligent training.
D) on-the-job training.
E) simulated training.
Answer: C
Diff: 2 Page Ref: 137
Skill: Recall
Objective: LO-2 Describe the five-step training process.
33) A technique for determining the training needs of newly hired employees is
A) task analysis.
B) observations.
C) personnel records.
D) performance analysis.
E) testing.
Answer: A
Diff: 2 Page Ref: 138
Skill: Recall
Objective: LO-2 Describe the five-step training process.
9
Copyright © 2019 Pearson Canada Inc.
34) It is common for organizations to hire and train entry-level workers who are
A) very intelligent.
B) highly educated.
C) inexperienced.
D) highly experienced.
E) highly motivated.
Answer: C
Diff: 1 Page Ref: 138
Skill: Applied
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
35) The list of specific duties and skills required on the job, which are used in determining the
training required for performing the job, are found in
A) job instruction and on-the-job training.
B) equal access and affirmative action.
C) job standards and specialization.
D) performance standards.
E) job descriptions and job specifications.
Answer: E
Diff: 1 Page Ref: 138
Skill: Recall
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
36) The type of information that is found on an employer task analysis record form includes all
of the following EXCEPT
A) performance conditions.
B) quantity and quality standards.
C) a task list.
D) skills not required to learn.
E) how often performed.
Answer: D
Diff: 2 Page Ref: 138
Skill: Recall
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
10
Copyright © 2019 Pearson Canada Inc.
37) In a task analysis record form, the task list defines the jobs
A) primary tasks.
B) secondary tasks.
C) main tasks and subtasks.
D) supplementary tasks.
E) supplemental tasks.
Answer: C
Diff: 1 Page Ref: 138
Skill: Recall
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
40) The task analysis indicates whether the task is best learned from
A) job instruction training.
B) on-the-job training.
C) on- or off-the-job training.
D) vestibule training.
E) simulated training.
Answer: C
Diff: 2 Page Ref: 138
Skill: Recall
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
11
Copyright © 2019 Pearson Canada Inc.
41) The technique used when verifying whether there is a significant performance deficiency,
and determining if that deficiency should be rectified through training or by some other means
(such as changing the machinery or transferring the employee), is called
A) training analysis.
B) task analysis.
C) motivation analysis.
D) employee analysis.
E) performance analysis.
Answer: E
Diff: 3 Page Ref: 139
Skill: Applied
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
42) The first step in performance analysis is to appraise the employee's performance since, to
improve it, the firm must first determine the person's current performance compared to
A) what it should be.
B) co-workers' performance.
C) what it really is.
D) work group performance.
E) managerial performance.
Answer: C
Diff: 2 Page Ref: 139
Skill: Applied
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
12
Copyright © 2019 Pearson Canada Inc.
44) Effective training needs analysis results in
A) task analysis.
B) performance analysis.
C) concrete, measurable training objectives.
D) performance standards.
E) excellent job performance.
Answer: C
Diff: 2 Page Ref: 138
Skill: Recall
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
45) Training objectives provide a focus for the efforts of the trainer and the trainees, as well as
A) input for Markov analysis.
B) performance analysis techniques.
C) a benchmark for evaluating the success of the training program.
D) orientation topics.
E) data for the task analysis record form data.
Answer: C
Diff: 2 Page Ref: 139
Skill: Recall
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
13
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48) A structured process by which individuals become skilled workers through a combination of
classroom instruction and on-the-job training is referred to as
A) vestibule training.
B) job instruction training.
C) apprenticeship training.
D) computerized training.
E) special assignment training.
Answer: C
Diff: 3 Page Ref: 140
Skill: Recall
Objective: LO-2 Describe the five-step training process.
49) Many jobs consist of a logical sequence of steps and are best taught step by step. This type of
training is called
A) vestibule training.
B) job instruction training.
C) on-the-job training.
D) computerized training.
E) process training.
Answer: B
Diff: 2 Page Ref: 140
Skill: Recall
Objective: LO-2 Describe the five-step training process.
50) Audiovisual training techniques are useful in all of the following situations EXCEPT
A) when training is going to be used organization-wide.
B) when trainees must be exposed to events that are not easily demonstrated in live lectures.
C) when it is too costly to move trainers from place to place.
D) when stop-action, instant-replay, or fast- or slow-motion capabilities are needed.
E) when a training method less expensive than conventional lectures is needed.
Answer: E
Diff: 2 Page Ref: 140
Skill: Applied
Objective: LO-2 Describe the five-step training process.
51) A training method that joins two or more distant groups using a combination of audio and
visual equipment is called
A) computer program training.
B) videoconferencing.
C) programmed learning.
D) on-the-job training.
E) job instruction training.
Answer: B
Diff: 1 Page Ref: 142
Skill: Recall
Objective: LO-2 Describe the five-step training process.
14
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52) Before getting in front of a camera for videoconferencing, the instructor should
A) participate in computerized training.
B) visit other cities where learners will be located.
C) arrive just before going on camera.
D) prepare a training manual for learners.
E) practice vestibule training.
Answer: D
Diff: 2 Page Ref: 142
Skill: Applied
Objective: LO-2 Describe the five-step training process.
53) A systematic method of training that is used for teaching job skills involving presenting
questions or facts, allowing the trainee to respond, and giving the trainee immediate feedback on
the accuracy of his/her answers, is known as
A) programmed learning.
B) responsive learning.
C) immediate feedback learning.
D) systematic learning.
E) on-the-job training.
Answer: A
Diff: 2 Page Ref: 139
Skill: Recall
Objective: LO-2 Describe the five-step training process.
55) A training technique in which trainees learn on the actual or simulated equipment they will
use on the job, but the trainees are actually trained off the job, is known as
A) on-the-job training.
B) actual training.
C) off-the-job training.
D) vestibule or simulated training.
E) programmed learning.
Answer: D
Diff: 1 Page Ref: 142
Skill: Recall
Objective: LO-2 Describe the five-step training process.
15
Copyright © 2019 Pearson Canada Inc.
56) Learning management systems are
A) learner support tools.
B) able to deliver personalized content in small "chunks."
C) educational strategies.
D) blended learning systems.
E) focused on the logistics of managing learning.
Answer: E
Diff: 2 Page Ref: 141
Skill: Recall
Objective: LO-2 Describe the five-step training process.
57) E-learning costs about ________ less than traditional Autonomy, independence, security and
lifestyle are all examples of
A) career transitions
B) career development
C) career changes
D) career anchors which impact career planning
E) managerial competencies
Answer: D
Diff: 2 Page Ref: 146
Skill: Recall
Objective: LO-5 Explain the evolution of career development and the impact of that on
employers and employees.
58) Employee orientation refers to the discrepancy between what the new employee expects
from his/her new job and the realities of it.
Answer: FALSE
Diff: 2 Page Ref: 130
Skill: Applied
Objective: LO-1 Explain how to develop an onboarding program.
59) Orientation provides new employees with basic background information about the employer
and specific information that they need to perform their jobs satisfactorily.
Answer: TRUE
Diff: 1 Page Ref: 130
Skill: Recall
Objective: LO-1 Explain how to develop an onboarding program.
60) An employee handbook is never considered to represent a contract with the employee.
Answer: FALSE
Diff: 2 Page Ref: 149
Skill: Applied
Objective: LO-1 Explain how to develop an onboarding program.
16
Copyright © 2019 Pearson Canada Inc.
61) Management development is training of a more long-term nature.
Answer: TRUE
Diff: 2 Page Ref: 135
Skill: Recall
Objective: LO-1 Explain how to develop an onboarding program.
62) Emerging trends in career development focus more on the individual employee’s needs and
aspirations.
Answer: TRUE
Diff: 2 Page Ref: 144
Skill: Recall
Objective: LO-5 Explain the evolution of career development and the impact of that on
employers and employees.
64) The manager's role in career development includes providing timely and objective
performance feedback.
Answer: TRUE
Diff: 1 Page Ref: 144
Skill: Recall
Objective: LO-5 Explain the evolution of career development and the impact of that on
employers and employees.
65) Identify and briefly describe the five steps in the training and development process.
Answer: Up to 2 points each for accurate identification and description of needs analysis,
instructional design, validation, implementation, and evaluation/follow-up.
Diff: 2 Page Ref: 138
Skill: Recall
Objective: LO-2 Describe the five-step training process.
17
Copyright © 2019 Pearson Canada Inc.
66) You have recently been hired as the human resources director of a retailer operating across
Canada. One of your first priorities is to determine whether training is an issue in some stores
that are not meeting expectations for sales. How will you determine if there is a need for training
at these stores?
Answer: Two points for stating that the objective of a needs analysis is to separate can't do from
won't do problems. Three points for outlining a process for determining the required task
analysis of store employees (perhaps by referencing performance of employees at stores where
targets are being met). Three points for outlining a process for assessing current performance of
employees at stores where the targets are not being met. Two points for determining which
aspect of the performance gap is due to insufficient skills and abilities that can be addressed
through training.
Diff: 3 Page Ref: 154-156
Skill: Applied
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
68) You are the newly hired HR manager for a manufacturing facility that makes food products.
You have been asked to review the training for workers at the facility. When reviewing the
training programs, you immediately see that there has been no evaluation of the training that is
being conducted. Outline the training effects that you would use as a focus for your assessment
of training.
Answer: Two and a half (2.5) points for correct identification, description, and application of the
four levels of evaluation: reaction, learning, behavior, and results.
Diff: 3 Page Ref: 161
Skill: Applied
Objective: LO-3 Discuss two techniques used for assessing training needs and describe how to
evaluate the training effort.
69) You are the HR manager of a manufacturing facility that is about to expand to a second shift,
which means hiring about 30 new production workers who will all start their jobs at about the
same time. Outline the content of the orientation program you will design for the new
employees.
Answer: Up to 10 points that includes the following items: internal publications/employee
handbook, facility tour and introductions, job-related documents including duties and
responsibilities and company policies, training to be received, and performance appraisal criteria.
Diff: 2 Page Ref: 148-149
Skill: Recall
Objective: LO-1 Explain how to develop an onboarding program.
18
Copyright © 2019 Pearson Canada Inc.
70) Identify and briefly describe emerging trends in career development.
Answer: Two points for emerging trends such as: an increasing number of career transitions,
focus on the individual (not the organization), focusing on life transitions and career anchors.
Diff: 2 Page Ref: 144
Skill: Recall
Objective: LO-5 Explain the evolution of career development and the impact of that on
employers and employees.
19
Copyright © 2019 Pearson Canada Inc.
Another random document with
no related content on Scribd:
inspiration; a quintet by Ernst von Dohnányi. Sgambati has written a
quintet without distinction. Mr. Dunhill tells us in his book[83] on
chamber music that there is an excellent quintet by a young British
composer, James Friskin. Moreover the sextet for piano and strings
by Joseph Holbrooke, in which a double bass is added to the
quartet, deserves mention. And among American composers Arthur
Foote and George Chadwick should be mentioned, the one for his
quintet in A minor, opus 38, the other for his quintet in E-flat major,
without opus number.
Only a few piano quartets have been written since those of Brahms
and Dvořák which are significant of any development or even of a
freshness of life. Those of Fauré have already been mentioned as
being perfect in style, but on the whole they seem less original and
less interesting than the quintet by the same composer. Saint-Saëns’
quartet, opus 41, is remarkable for the brilliant treatment of the
pianoforte, and the fine sense of instrumental style which it reveals,
but is on the whole uninteresting and is certainly insignificant
compared with the quartets of Fauré or those of d’Indy and
Chausson. D’Indy’s quartet, opus 7, in A minor is no longer a new
work, nor does it show in any striking way those qualities in French
music which have more recently come to splendid blooming. But it is
carefully wrought and the three movements are moderately
interesting. The second is perhaps the best music, the third is
certainly the most spirited. There is more of the manner though
perhaps less of the spirit of César Franck in Chausson’s quartet in A
major, opus 30.
III
As to sonatas, those for violin and piano are treated elsewhere.
There are too many to be discussed in this chapter. There are fewer
for the cello and the best of these may here be mentioned. Skill in
playing the violoncello was slower to develop than that in playing the
violin. This was probably because the viola da gamba with its six
strings was easier to play and was more in favor as a solo
instrument. The baryton was a kind of viola da gamba with
sympathetic strings stretched under the fingerboard, and even as
late as the maturity of Haydn this instrument was in general favor.
But the tone of the viola da gamba was lighter than that of the
violoncello, and so by the beginning of the eighteenth century the
cello was preferred to the gamba for the bass parts of works like
Corelli’s in concerted style. Little by little it rose into prominence from
this humble position. Meanwhile the immortal suites for the
violoncello alone by Bach had been written. Bach was probably
advised in the handling of the instrument by Abel, who was a famous
gamba player; so that it seems likely that these suites were
conceived for the gamba as much as for the cello.[84] The last of
them, however, was written especially for the viola pomposa, an
instrument which Bach invented himself. This was a small cello with
an extra string tuned to E, a fifth above the A of the cello.
Among composers who wrote expressly for the cello were Giorgio
Antoniotti, who lived in Milan about 1740, and Lanzetti, who was
'cellist to the king of Sardinia between 1730 and 1750. Later the
Italians A. Canavasso and Carlo Ferrari (b. 1730) became famous as
players, and Boccherini also was a brilliant cellist.
Beethoven wrote five sonatas for cello and piano. The first two, opus
5, were written in 1796, while Beethoven was staying in Berlin,
evidently with the intention of dedicating them to Frederick William II,
and for his own appearance in public with Duport. They are
noticeably finer, or more expressive works, than the early sonatas for
violin, opus 12; perhaps because the cello does not suggest a style
which, empty of meaning, is yet beautiful and effective by reason of
sheer brilliance. The violin sonatas, all of them except the last, are
largely virtuoso music. The cello sonatas are more serious and on
the whole more sober. This may be laid to thoroughly practical
reasons. The cello has not the variety of technical possibilities that
the violin has, nor even in such rapid passages as can be played
upon it can it give a brilliant or carrying tone. By reason of its low
register it can be all too easily overpowered by the piano. Only the
high notes on the A string can make themselves heard above a solid
or resonant accompaniment. Hence if the composer desires to write
a brilliant, showy sonata for pianoforte and cello, he can do so only
by sacrificing all but the topmost registers of the cello. Even at that
the piano is more than likely to put the cello wholly in the shade.
The next sonata, opus 69, in A major, was not written until twelve
years later. A different Beethoven speaks in it. The first theme,
announced at once by the cello alone, gives the key to the spirit of
the work. It is gentle (dolce) in character, but full of a quiet and
moving strength. After giving the first phrase of it alone the cello
holds a long low E, over which the piano lightly completes it. There is
a cadenza for piano, and then, after the piano has given the whole
theme once again, there is a short cadenza for cello, leading to a
short transition at the end of which one finds the singing second
theme. This is first given out by the piano over smooth scales by the
cello, and then the cello takes it up and the piano plays the scales.
Nothing could be more exquisite than the combination of these two
instruments in this altogether lovely sonata, which without effort
permits each in turn or together to reveal its most musical qualities.
Sometimes the cello is low and impressive, strong and independent,
while the piano is lively and sparkling, as in the closing parts of the
first section of the first movement. Again the cello has vigorous
rolling figures that bring out the fullest sonority the instrument is
capable of, while the piano adds the theme against such a vibrant
background, with no fear of drowning the cello, as in the first portions
of the development section.
Finally there are two sonatas, opus 102, which are in every way
representative of the Beethoven of the last pianoforte sonatas and
even the last quartets. The first of these—in C major—Beethoven
himself entitled a ‘free sonata,’ and the form is indeed free, recalling
the form of the A major pianoforte sonata, opus 101, upon which
Beethoven was working at the same time. In spirit, too, it is very like
the A major sonata, but lacks the more obvious melodic charm. The
sonata begins with an andante, in that singing yet mystical style
which characterizes so much of Beethoven’s last work, and the
andante does not end but seems to lose itself, to become absorbed
in a mist of trills, out of which there springs a vigorous allegro vivace,
in the dotted march rhythm which one finds in the later pianoforte
sonatas. After this, a short rhapsodical adagio brings us back to a bit
of the opening andante, which once more trills itself away, seems to
be snuffed out, as it were, by a sudden little phrase which, all
unexpected, announces the beginning of the final rondo.
There remains only to mention the sonata by Max Reger, opus 78,
two sonatas by Emanuel Moór, one by Guy Ropartz in G minor, two
by Camille Saint-Saëns, opus 32 and opus 123, as among those
which make a partial success of the extremely difficult combination.
If excellent music for cello and piano is so rare, music for the viola
and piano is almost entirely wanting. The two instruments do not go
well together. Practically the only example of the combination in the
works of the great masters is furnished by Schumann’s
Märchenbilder, which are but indifferent music. York Bowen, an
English composer, has considered it worthy of the sonata, and has
written two for it, one in C minor and one in F major. Mr. Benjamin
Dale has also written some agreeable pieces, including a suite and a
fantasy.
IV
There are relatively few works also in which the piano has been
combined with wind instruments. The wind instruments which have
been most employed in chamber music are the flute, oboe, clarinet,
and bassoon. Occasionally there is a short bit for horn, or for English
horn, and rarely something for trumpet or saxophone. No special
combination of these instruments either by themselves or with the
piano has obtained signal favor, and we may therefore confine
ourselves to mentioning with brief notice the various works of the
great masters in turn. We will include likewise here their chamber
works for wind instruments without pianoforte.
Of Haydn’s works we will only mention the two trios for flute and
violin and the octet for two oboes, two clarinets, two horns and two
bassoons. Most of Mozart’s works for wind instruments bear the
mark of some occasion. There are a great many Serenades and
Divertimenti, which can hardly be called representative of his best
and can hardly be distinguished from each other. Among the
interesting works are the concerto for flute and harp (K 299), the trio
for clarinet, viola and piano (K 498), the quintet for pianoforte, oboe,
clarinet, horn and bassoon (K 452), and the quintet for clarinet and
strings (K 581). The trio was composed in Vienna in August, 1786,
and is conspicuous for a fine handling of the viola. The clarinet is not
used at all in the lower registers, lest it interfere with the viola.
Mozart considered the quintet for piano and wind instruments at the
time he wrote it the best thing he had written. It was composed in
March, 1784, for a public concert and was received with great
applause. Jahn wrote of it that from beginning to end it was a true
triumph in the art of recognizing and adapting the peculiar
euphonious quality of each instrument. Doubtless it served as a
model for Beethoven’s composition in the same form.
The octet, opus 103, the sextet, opus 81, the sextet, opus 71, and
the quintet, opus 16, are all in the key of E-flat major, a key which is
favorable to all wood-wind instruments. The octet was written, as we
have said, in 1792. Beethoven rearranged it as a string quintet and
in that form it was published in 1796 as opus 4. In its original form
the chief rôle is taken by the oboe, especially in the slow second
movement, which has the touch of a pastoral idyl. The last
movement in rondo form offers the clarinets an opportunity in the first
episode. A Rondino for the same combination of instruments written
about the same time seems to forecast parts of Fidelio. The sextet
for two horns and string quartet is little more than a duet for the
horns with a string accompaniment.
We may pass over the trio for two oboes and English horn, published
as opus 87, and the flute duet written for his friend Degenhart on the
night of August 23, 1792. The sextet, opus 71, which Beethoven said
was written in a night, is none the less written with great care. The
prelude introduction and the cheerful style suggest some happy sort
of serenade music. The melody (bassoon) in the adagio is of great
beauty. There are, among its movements, a minuet and a lively
rondo in march rhythm.
The quintet, opus 16, in which the piano is joined with four
instruments may well have been suggested by Mozart’s quintet in
the same form; though Beethoven was a great pianist and had
already in an earlier trio and a sonata experimented in combining the
pianoforte with wind instruments. The wind instruments are here
treated as an independent group and the part for the piano is
brilliant. There is a richness of ideas throughout which raises the
work above the earlier compositions for wind.
The septet in E-flat, opus 20, for clarinet, horn, bassoon, violin, viola,
cello and double-bass, is undoubtedly the finest of Beethoven’s
works for combinations of wind instruments. It was written just before
1800 and was so full of joy and humor that those who had heard
Beethoven’s other works with a hostile ear were quite won over for
the time being by this. Technically it may be considered the result of
all his previous experiments. It is rather in the manner of a suite.
There is a slow prelude, an allegro con brio, an adagio cantabile, a
tempo di menuetto, which he later arranged for pianoforte and
incorporated in the little sonata, opus 49, No. 1, a theme and
variations, a scherzo, and a final presto, which is preceded by an
introductory andante of great beauty and of more seriousness than is
characteristic of the work as a whole. The success of the work is due
first to the freshness of the ideas, then to the skill with which they are
arranged for the difficult combination of instruments. For Beethoven
has made something of charm out of the very shortcomings of the
wind instruments. The short phrases, the straightforward character of
all the themes and motives, and the general simplicity all show these
necessarily restricted instruments at their very best.
Spohr, too, showed a special favor towards the clarinet and he, like
Weber, wrote two concertos for it. Three of Spohr’s works which
were broadly famous in their day and much beloved are the nonet for
strings, flute, oboe, clarinet, horn, and bassoon, opus 31; the octet
for violin, two violas, cello, double-bass, clarinet, and two horns,
opus 32; and the quintet for flute, clarinet, horn, bassoon, and piano.
The two former are delicately scored, but the latter is marred by the
piano. Some idea of the fervor with which Spohr’s music was loved
may be gained from the fact that Chopin, the most selective and
fastidiously critical of all composers, conceived Spohr’s nonet to be
one of the greatest works of music. Doubtless the perfection of style
delighted him, a virtue for which he was willing to forgive many a
weakness. At present Spohr’s music is in danger of being totally
neglected.