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2
Essentials of Organizational behavior
Second Edition
3
To T. K.
4
Essentials of Organizational Behavior
An Evidence-Based Approach
Second Edition
Terri A. Scandura
University of Miami
Los Angeles
London
New Delhi
Singapore
Washington DC
Melbourne
5
Copyright © 2019 by SAGE Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in any form or by
any means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system, without permission in writing from the publisher.
FOR INFORMATION:
E-mail: order@sagepub.com
1 Oliver’s Yard
55 City Road
United Kingdom
India
3 Church Street
Singapore 049483
Names: Scandura, Terri A., author. Title: Essentials of organizational behavior / Terri A. Scandura, University of
Miami.
Description: Second edition. | Thousand Oaks, California : SAGE, [2018] | Includes bibliographical references and
index.
Identifiers: LCCN 2017033151 | ISBN 9781506388465 (pbk. : alk. paper) Subjects: LCSH: Organizational change.
6
LC record available at https://lccn.loc.gov/2017033151
7
Brief Contents
1. Preface
2. Acknowledgments
3. About the Author
4. SECTION I: INTRODUCTION
1. Chapter 1: What Is Organizational Behavior?
5. SECTION II: UNDERSTANDING INDIVIDUALS IN ORGANIZATIONS
1. Chapter 2: Personality and Person–Environment Fit
2. Chapter 3: Emotions and Moods
3. Chapter 4: Attitudes and Job Satisfaction
4. Chapter 5: Perception, Decision Making, and Problem Solving
6. SECTION III: INFLUENCING AND MOTIVATING EMPLOYEES
1. Chapter 6: Leadership
2. Chapter 7: Power and Politics
3. Chapter 8: Motivation: Core Concepts
4. Chapter 9: Motivation: Applications
7. SECTION IV: BUILDING RELATIONSHIPS
1. Chapter 10: Group Processes and Teams
2. Chapter 11: Managing Conflict and Negotiation
3. Chapter 12: Organizational Communication
4. Chapter 13: Diversity and Cross-Cultural Adjustments
8. SECTION V: LEADERS AS CHANGE AGENTS
1. Chapter 14: Organizational Culture
2. Chapter 15: Leading Change and Stress Management
9. Appendix: Research Designs Used in Organizational Behavior
10. Glossary
11. Notes
12. Index
8
Detailed Contents
Preface
Acknowledgments
About the Author
SECTION I: INTRODUCTION
Chapter 1: What Is Organizational Behavior?
Learning Objectives
A Crisis of Leadership?
What Is Organizational Behavior?
Disciplines Contributing to Organizational Behavior
From Theory to Practice
Evidence-Based Management
What Is Critical Thinking?
The Scientific Method
Outcome Variables in Organizational Behavior
Performance
Work-Related Attitudes
Employee Well-Being
Motivation
Employee Withdrawal
Levels of Analysis in Organizational Behavior
How OB Research Increases Employee Performance
Theory X and Theory Y
Plan for This Textbook
Leadership Implications: Thinking Critically
Key Terms
TOOLKIT ACTIVITY 1.1: Personal Leadership Development Plan
CASE STUDY 1.1: Organizational Science in the Real World
SELF-ASSESSMENT 1.1: Are You Theory X or Theory Y?
SELF-ASSESSMENT 1.2: Assessing Your Experiential Evidence Base
SECTION II: UNDERSTANDING INDIVIDUALS IN ORGANIZATIONS
Chapter 2: Personality and Person–Environment Fit
Learning Objectives
The Right Stuff at the Wrong Time?
What Is Personality?
The Role of Heredity
Myers-Briggs Type Indicator
Limitations of the Myers-Briggs Type Indicator
How the Myers-Briggs Type Indicator Is Used in Organizations
“The Big Five”
9
Personality Traits and Health Research
Other Relevant Personality Traits
Machiavellianism
Self-Monitoring
Risk Taking
Psychological Capital
Core Self-Evaluations
Person–Environment Fit
Person–Organization Fit
Person–Job Fit
Leadership Implications: Understanding Others
Key Terms
TOOLKIT ACTIVITY 2.1: Fitting in Somewhere Great!
CASE STUDY 2.1: Who Would You Hire?
SELF-ASSESSMENT 2.1: The Big Five Personality Test
SELF-ASSESSMENT 2.2: Type A/Type B Behavior Pattern
SELF-ASSESSMENT 2.3: Core Self-Evaluations Assessment
Chapter 3: Emotions and Moods
Learning Objectives
Does Lack of Sleep Make You Grumpy?
Emotions and Moods at Work
Affective Events Theory: An Organizing Framework
Affective Climate
The Broaden-and-Build Model of Emotions
Moods
Emotional Labor
Emotional Intelligence
Can Emotional Intelligence Be Learned?
Limitations of Emotional Intelligence
How Emotional Intelligence Is Used in Organizations
Emotional Contagion
Affective Neuroscience
Ethical Issues in Neuroscience
Leadership Implications: Affective Coaching
Key Terms
TOOLKIT ACTIVITY 3.1: The 5-Minute Gratitude Exercise
CASE STUDY 3.1: Managing Your Boss’s Moods and Emotions
SELF-ASSESSMENT 3.1: Positive and Negative Affect Schedule
(PANAS)
SELF-ASSESSMENT 3.2: Emotion Regulation Questionnaire (ERQ)
Chapter 4: Attitudes and Job Satisfaction
Learning Objectives
10
Job Satisfaction: An Upward Trend
What Is an Attitude?
Cognitive Dissonance
Do Attitudes Matter?
Job Satisfaction
Job Satisfaction Facets
Job Search Attitudes
Organizational Commitment
Job Involvement
Employee Engagement
Perceived Organizational Support
Psychological Empowerment
Leadership Implications: Creating Meaning at Work
Key Terms
TOOLKIT ACTIVITY 4.1: What Do Workers Want From Their Jobs?
CASE STUDY 4.1: A Crisis in Nursing
SELF-ASSESSMENT 4.1: How Much Career Adaptability Do You
Have?
SELF-ASSESSMENT 4.2: Do You Experience Empowerment?
Chapter 5: Perception, Decision Making, and Problem Solving
Learning Objectives
Would You Be Happier if You Were Richer?
Understanding Why People Don’t See Eye to Eye
The Primacy Effect
The Recency Effect
The Availability Bias
Contrast Effects
Halo Error
Employability: Self-Fulfilling Prophecies During the Application Process
Individual Decision Making
Decision Processes and Organizational Performance
Why Some People Can’t Make Decisions
Constraints on Individual Decision Making
The Rational Decision-Making Model
Limitations of the Rational Model
Bounded Rationality
Prospect Theory
The Importance of How Decisions Are Framed
Intuition
Benefits of Intuition
Wicked Organizational Problems
Decision Traps
11
Hindsight Bias
Overconfidence
Escalation of Commitment
Creative Problem Solving
Going With the “Flow”
Three-Component Model of Creativity
Leadership Implications: Making Ethical Decisions
Key Terms
TOOLKIT ACTIVITY 5.1: The Oil Drilling Partnership
CASE STUDY 5.1: Do You Have to Spend Money to Make Money?
SELF-ASSESSMENT 5.1: Employability—Perceptions of Prospective
Employers
SELF-ASSESSMENT 5.2: How Would You Rate Your Creativity?
SECTION III: INFLUENCING AND MOTIVATING EMPLOYEES
Chapter 6: Leadership
Learning Objectives
Have Leaders Lost Their Followers’ Trust?
What Is Leadership?
Differentiating Management and Leadership
Trait Approaches
Leader Behaviors
Path–Goal Theory
Adapting to the Situation
Leader–Member Exchange
Leader–Member Exchange Development
Managing Your Boss
Follower Reactions to Authority
Attributions and Leader–Member Relationships
The Mentor Connection
The Importance of Trust
Calculus-Based Trust
Knowledge-Based Trust
Identification-Based Trust
Repairing Broken Trust
Full-Range Leadership Development
Transactional Leadership
Transformational Leadership
Moral Approaches
Ethical Leadership
Servant and Authentic Leadership
Critiques of Leadership Theory
Implicit Leadership Theory
12
Romance of Leadership
Leadership Implications: Flexibility Matters
Key Terms
TOOLKIT ACTIVITY 6.1: Applying the Full-Range Leadership
Development Model
TOOLKIT ACTIVITY 6.2: Comparing Supervisor Leader–Member
Exchange
CASE STUDY 6.1: Which Boss Would You Rather Work For?
SELF-ASSESSMENT 6.1: Mentoring Functions Questionnaire
SELF-ASSESSMENT 6.2: How Trustful Are You?
Chapter 7: Power and Politics
Learning Objectives
What Is It Like to Have Power?
Power and Influence
Bases of Power
Organizational Sources of Power
Influence Without Authority
Influence Strategies
Which Influence Strategies Are the Most Effective?
Impression Management
Managing Impressions With Body Language
Perceptions of Organizational Politics
Political Skill
Having Both the Will and the Skill for Politics
Leadership Implications: Managing With Power
Key Terms
TOOLKIT ACTIVITY 7.1: Politics or Citizenship?
TOOLKIT ACTIVITY 7.2: What Would You Do?
CASE STUDY 7.1: Can You Succeed Without Power?
SELF-ASSESSMENT 7.1: Your Impression Management Strategies
SELF-ASSESSMENT 7.2: What’s Your Level of Political Acumen?
Chapter 8: Motivation: Core Concepts
Learning Objectives
Do You Have Grit?
What Is Motivation?
Need Theories
Goal Setting
“SMART” Goals
Regulatory Goal Focus
The Role of Leaders in Goal Setting
Job Characteristics Theory
The Motivating Potential of Work
13
Designing Work to Be Motivational
Work Redesign and Job Stress
Job Crafting
The Importance of Fairness
Equity Theory
Organizational Justice: Expanding Fairness
Developing a Fair Reputation
Expectancy Theory
The Pygmalion Effect
Leadership Implications: Who Will Lead?
Key Terms
TOOLKIT ACTIVITY 8.1: Future Me Letter
TOOLKIT ACTIVITY 8.2: SMART Goals Template
TOOLKIT ACTIVITY 8.3: Understanding the Pygmalion Effect
CASE STUDY 8.1: Building Motivation
SELF-ASSESSMENT 8.1: How Much Perseverance Do You Have?
Chapter 9: Motivation: Applications
Learning Objectives
The Meaning of Money
Reinforcement Theory
Reinforcers
Punishment
Schedules of Reinforcement
Organizational Behavior Modification
Social Learning Theory
The Modeling Process
Intrinsic Versus Extrinsic Rewards
Relationship Between Intrinsic and Extrinsic Rewards
Self-Determination Theory
What Money Can and Cannot Do
Pay Dispersion
Performance Management
Sources of Performance Management Ratings
Performance Management Methods
Problems With Performance Reviews
Other Forms of Compensation
Feedback Seeking
Leadership Implications: Motivating With Rewards
Key Terms
TOOLKIT ACTIVITY 9.1: Performance Appraisal Do’s and Don’ts
TOOLKIT ACTIVITY 9.2: Performance Management Role-Play
CASE STUDY 9.1: Pay Inequity at Goodyear Tire and Rubber
14
SELF-ASSESSMENT 9.1: Work Values Checklist
SECTION IV: BUILDING RELATIONSHIPS
Chapter 10: Group Processes and Teams
Learning Objectives
Does Trust Impact Team Performance?
What Is a Team?
Work Group Versus Team
Team Purpose
Team Norms
The Team Charter
Team Mental Models
Team Development
Five-Stage Model
Team Performance Curve
Team Effectiveness
Team Metrics
Team Learning
Team Creativity and Innovation
Cohesion
Social Identity Theory
Groupthink
Team Decision Making
Participation in Team Decisions
Brainstorming
Consensus
Multivoting
Nominal Group Technique
Stepladder
Team Challenges
Social Loafing
Virtual Teams
Team Diversity
Challenges of Team Diversity
Benefits of Team Diversity
Leadership Implications: Empowering the Team
Key Terms
TOOLKIT ACTIVITY 10.1: The Team Charter
TOOLKIT ACTIVITY 10.2: The Marshmallow Challenge (Team
Exercise)
TOOLKIT ACTIVITY 10.3: How to Run an Effective Meeting
(Checklist)
CASE STUDY 10.1: Problem Solving in Virtual Teams
15
SELF-ASSESSMENT 10.1: Teamwork Orientation
SELF-ASSESSMENT 10.2: Team Leadership Inventory (TLI)
Chapter 11: Managing Conflict and Negotiation
Learning Objectives
The Costs of Workplace Conflict
What Is Conflict?
Causes of Organizational Conflict
Is Conflict Always Bad?
Task Versus Relationship Conflict
Workplace Incivility and Aggression
Abusive Supervision
“Toxic” Workplaces
Workplace Violence
Conflict Resolution Styles
Team Conflict and Performance
Resolving Conflict Across Cultures
Third-Party Interventions
Negotiation
Distributive Bargaining
Integrative Bargaining
Union-Management Negotiations
Leadership Implications: Perspective Taking
Key Terms
TOOLKIT ACTIVITY 11.1: Checklist for Difficult Conversations
TOOLKIT ACTIVITY 11.2: Salary Negotiation
TOOLKIT ACTIVITY 11.3: Negotiation Style Assessment
CASE STUDY 11.1: Perspective Taking: Captain Owen Honors
SELF-ASSESSMENT 11.1: Conflict Resolution Styles
Chapter 12: Organizational Communication
Learning Objectives
“Thin Slicing” a Conversation
What Is Organizational Communication?
The Communication Process
Barriers to Effective Communication
Communication Apprehension
Language
Active Listening
Communication Networks
Communication Flows in Organizations
The Grapevine
Electronic Communication
E-mail
16
Text Messages
Social Networking
Videoconferencing
Cross-Cultural Communication
Nonverbal Communication
Silence
Leadership Implications: The Management of Meaning
Key Terms
TOOLKIT ACTIVITY 12.1: Active Listening Exercise
CASE STUDY 12.1: What’s App-ening?
SELF-ASSESSMENT 12.1: Quality of Communication Experience
Chapter 13: Diversity and Cross-Cultural Adjustments
Learning Objectives
Diversity: A Key Workforce Trend
Diversity
Surface-Level and Deep-Level Diversity
Generations at the Workplace
The Millennials
What’s Next? Generation Z
What Is Culture?
High-Context Versus Low-Context Cultures
Hofstede’s Cultural Values
Criticisms and Usefulness of Hofstede’s Research
Cultural Tightness–Looseness
GLOBE Studies of Cross-Cultural Leadership
Developing Global Leaders
The Third Culture
Cultural Intelligence
Cross-Cultural Adjustment Strategies
Integrative Acculturation: Biculturals
Culture Shock
Expatriate Adjustment
Repatriation
Leadership Implications: Becoming a Global Leader
Key Terms
TOOLKIT ACTIVITY 13.1: Generations at Work
TOOLKIT ACTIVITY 13.2: Journey to Sharahad
CASE STUDY 13.1: Managing Diversity at IBM Netherlands
CASE STUDY 13.2: “A Person Needs Face, Like a Tree Needs Bark”
SELF-ASSESSMENT 13.1: What Is Your Cultural Intelligence?
SELF-ASSESSMENT 13.2: Do You Have a Global Mind-Set?
SECTION V: LEADERS AS CHANGE AGENTS
17
Chapter has been split into two chapters (Leadership, Chapter 6, and Power and
Politics, Chapter 7).
Updated opening vignette with new 2016 Edelman Trust Barometer data (and a new
figure).
New figure showing a timeline of the “Development of Modern Leadership Theory.”
New coverage of the trait approach, attributions and leader–member relationships,
moral approaches, and the critiques of leadership theory.
Expanded coverage of situational approaches and path–goal theory in more detail.
Added discussion of “Attributions and Leader–Member Relationships.”
New Best Practices box on narcissistic leadership.
A new Toolkit Activity has been added, “Comparing Supervisor Leader–Member
Exchange,” and two new Self-Assessments, “Mentoring Functions Questionnaire”
and “How Trustful are You?”
Expanded Case Study, “Which Boss Would You Rather Work For?”
New chapter with a new opening vignette on “What Is It Like to Have Power?”
New discussion of followership has been added in the definition of power and
influence.
Added examples to clarify the Bases of Power section.
New Research in Action Box, “Can Power Make Followers Speechless?”
Expanded discussions on organizational sources of power, perceptions and politics,
and political skill.
New Leadership Implications section, “Managing With Power.”
Two new Toolkit Activities: “Politics or Citizenship?” and “What Would You Do?”
(which focuses on examples of bosses’ unethical use of power).
New Case Study, “Can You Succeed Without Power?”
Added discussion on regulatory goal focus theory has been added to the section on
Goal Setting.
New section on Work Redesign and Job Stress.
The discussion of expectancy theory has been expanded to include guidelines for
leaders.
Revised Leadership Implications discusses motivation to lead (MTL) research.
New Toolkit Activity, “Understanding the Pygmalion Effect.”
Expanded discussion of pros and cons of performance appraisal, and a new example
of how companies are getting rid of performance appraisal (Deloitte Consulting).
29
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partidas de Bessieres, el infame aventurero que, defendiendo e
despotismo, quería lograr lo que no pudo conseguir combatiendo po
la república.
Pero la principal causa de mi inquietud era no ver a mi lado a la
persona que más me interesaba en aquellos días. Le esperé toda la
mañana y toda la tarde, y como a ninguna hora parecía y había hecho
promesa de visitarme, creí que le pasaba algo desagradable. Por la
noche no pude refrenar mi ardorosa impaciencia, y volé a su casa
Tampoco estaba en ella, y el anciano portero y maestro de escuela
armado de fusil en medio de la portería, furioso y exaltado cual s
acabara de escaparse de un manicomio, me inspiró tanto miedo que
no quise esperar allí.
Pasé la noche en un estado de angustia horrible. Corrían rumores
de que pronto tendríamos saqueo, prisiones, muertes y escandalosas
escenas. Se decía que los liberales más señalados eran perseguidos
por las calles como perros rabiosos y apedreadas sus casas. Yo no
podía vivir. Al amanecer del otro día, que era el 20 de mayo, busqué a
Salvador en diversos puntos, y tampoco le pude encontrar. Antes de
volver a casa vi movimientos de tropas en la Puerta del Sol, y me
dijeron que Bessieres había aparecido con sus cuadrillas, que yo
llamaba de asesinos de la fe, por detrás del Retiro, amenazando entra
en Madrid. La plebe de los barrios bajos se le había reunido, y como
hambrientos perros aullaban mirando a la corte con ansias de
devorarla. Todo Madrid estaba aterrado, y yo más que nadie, no por e
temor del saqueo, sino por la sospecha de que la persona más cara a
mi corazón hubiera sido víctima del furor de la plebe.
Esperé también todo aquel día. Campos entró a darnos noticias de
lo que pasaba. Oíamos cañonazos lejanos, y a cada instante creíamos
ver llegar y difundirse por las calles a la desenfrenada turba soez
ebria de sangre y de pillaje. Pero Dios no quiso que en aquel día
triunfaran los malvados. El general Zayas destrozó a los asesinos de la
fe, acuchillando a los chisperos y mujerzuelas que entre ellos
graznaban. La plebe, aterrada, volvió a sus oscuras guaridas, y mucha
gente mala huyó a los campos, aguardando a poder entrar con los
franceses. Desde que supimos el gran peligro a que habíamos estado
expuestos los habitantes de Madrid, todos deseábamos que llegasen
de una vez los Cien mil hijos de San Luis, para que, estableciendo un
gobierno regular, contuvieran a la canalla azuzada por los realistas
furibundos.
Al fin salí de la angustia que me atormentaba. En la mañana del día
21, el prófugo, por quien yo había derramado tantas lágrimas, se
presentó delante de mí en estado bastante lastimoso, desencajado y
lleno de contusiones, con los ojos encendidos, seca la boca, cubierta
de sudor la hermosa frente, rotos y llenos de polvo los vestidos.
Al punto comprendí que había sido maltratado por las feroces
bestias populares. No le dije nada, y me apresuré a cuidarle
proporcionándole alimento y reposo. Él me miraba con ojos
extraviados. Apretando los puños exclamó:
—¿Has visto a la canalla?
Necesitaba sosiego, y por todos los medios procuré tranquilizarle.
—No pienses más en eso —le dije—, y regocíjate ahora en la paz
de mi compañía y en esta dulce soledad en que estamos.
—¡No puedo, no puedo! —exclamó con gran agitación.
Y después repetía:
—¿Has visto a la canalla? Pero ¡qué canalla es la canalla!
Más tarde me contó que había corrido un gran riesgo, porque a
salir de un sitio en que estaban reunidas varias personas contrarias a
despotismo, fue acometido, pudiendo salvar a duras penas la vida
gracias a su energía y al coraje con que se defendió.
Su estado febril inspirome bastante ansiedad aquella noche que
pasó junto a mí; pero a la mañana siguiente, su prodigiosa naturaleza
había triunfado de la ebullición de la sangre irritada.
—No puedo ir a mi casa —me dijo—, y aun será peligroso que
salga a la calle; pero yo necesito disponer mi viaje.
—¿Vuelves al norte?
—No: tengo que ir a Sevilla, donde está lo que queda de gobierno
liberal. No tengo ya ni un resto siquiera de esperanza; pero es preciso
que cumpla fielmente la comisión del general Mina, y vaya hasta las
últimas extremidades, para que nos quede al menos el consuelo de
haberlo intentado todo, y para que se pueda decir esta verdad terrible
«No hubo un solo liberal en España que supiera cumplir con su
deber.»
—Pues si vas a Andalucía iré contigo —dije, regocijándome ya con
la idea de acompañarle y huir de Madrid, donde mi conciencia no
podía estar tranquila.
—El viaje no será fácil —respondió sin demostrar grande
entusiasmo por mi compañía—, mayormente para una señora.
—Para mí todo es fácil.
—No se encontrarán carruajes.
—Como ruede el dinero, rodarán los coches.
—La policía vigilará la salida de los liberales.
—No importa.
Sin pérdida de tiempo empecé mis diligencias para nuestro viaje
Ningún propietario de coches quería arriesgar su material ni sus
caballerías, porque los facciosos se apoderaban de ellas. No me
acobardó, sin embargo, y seguí mis pesquisas. Campos también
deseaba proporcionar a mi amigo fácil escapatoria.
La entrada de los franceses, el día 23, me dio alguna esperanza
mas, por desgracia, entre las fuerzas de vanguardia no venía el conde
de Montguyon. Vi, en cambio, muchos guerrilleros del norte, de fiero
aspecto, y temblé de pavor, deseando entonces más vivamente huir de
la corte.
¡Y qué desorden en los primeros momentos de aquel día! Po
mucha prisa que se dieron los franceses a establecerse, no lograron
impedir mil excesos.
Centenares de hombres, cuyo furor había sido pagado, corrían po
las calles celebrando entre borracheras el horrible carnaval de
despotismo. Rompían a pedradas los cristales, trazaban cruces en las
puertas de las casas donde vivían patriotas, como señal de futuras
matanzas; escarnecían a todo el que no era conocido por su
exaltación absolutista; gritaban como locos, maldiciendo la libertad y la
nación. No escapaban de sus groserías las personas indiferentes a la
política, porque era preciso haber sido perro de presa del absolutismo
para obtener perdón. Algunos frailes de los que más habían
escandalizado en el púlpito con sus sermones sanguinarios, eran
llevados en triunfo.
Saliendo de misa de San Isidro, me vi insultada y seguida por una
turba de mujerzuelas feroces, solo porque llevaba un lazo verde. E
color verde era ya el color de la ignominia, como emblema de
liberalismo, que tantas veces había escrito sobre él Constitución o
muerte. Vi maltratar a un joven de buen porte, solo porque usaba
bigote, y desde aquel día, el tal adorno de las varoniles caras fue seña
de francmasonismo y de extranjería filosófica.
Quien vio una vez tales escenas, no puede olvidarlas. Mis ideas
habían cambiado mucho desde mi viaje a Francia. Conservando e
mismo respeto al trono y al gobierno fuerte, había perdido e
entusiasmo realista. Pero en aquel día tristísimo se desvanecieron en
mi cabeza no pocos fantasmas; y aunque seguí creyendo que uno solo
gobierna mejor que doscientos, el absolutismo popular me inspiró
aversión y repugnancia indecibles.
No había concluido de referir en mi casa el gran peligro que había
corrido por llevar un lazo verde, cuando entró Campos. Traía
semblante muy alegre.
—Ya está resuelta la cuestión de tu viaje —dijo a Salvador—. Esta
noche puedes marchar, si quieres.
—¿Cómo? —preguntamos él y yo.
—De un modo tan sencillo como seguro. El marqués de Falfán de
los Godos[4] había pensado marchar a Andalucía... ¡Como la pobre
Andrea está tan delicada...! En fin, se han decidido a salir esta noche
Tienen silla de postas propia. Al punto me he acordado de ti. Falfán de
los Godos tiene gusto en llevarte.
[4] Véase El Grande Oriente.